Welcome to the Idol framework. Updated course from Cyber Eri i t.
My name is Daniel Riley. I'm your subject matter expert on the idol framework.
In this video, I'm going to talk to you about a section of the idol framework. Um, where we define the roles in the organization which are responsible for the processes that we've discussed to this point. I mean, this is the responsibility assignment maitresse ese.
So it's also called a racing matrix, which ill defined here in a minute or a lingering of responsibility chart in some companies.
Um, but the point, as I says, to define which rolls are responsible for which sub processes of the idle life cycles.
So the key roles in a racy framework are the responsible role, which is the role in the organization responsible for actually completing the work on ah given process.
The accountable rule is the person who is ultimately held accountable for the good or bad outcome of a deliverer, herbal or service agreement.
The Consulted party is often considered a subject matter expert. Their opinions sought on a needed basis,
and they can inform the process, but they don't often provide actual work
Ah, the informed parties are the rolls it within the organization that have to be kept up to date with the progress of different life cycle process is sub processes.
So how we're going to construct one of these matrices very often. In the earlier days, these were constructed in spreadsheets. They'll be stored more often these days in database business management software's, but we still keep the
So along the left hand column,
we're going to have the processes and process identify IRS on. These could be from our service life cycle, like we've defined here. Or these could be specific tax tasks from a work breakdown structure that we've defined
now. The column headers across the horizontal axis. These are gonna be the roles in the organization that are pulled out of the business organizational chart. This is where we define all the rules and the structure with which exists in the hierarchy of the organization.
Now the cell values for each of these column header um, and
process combinations. So we have roles and process combinations with sell values for those air going to be one of the racy positions, one of the racy rules or empty if if they're not involved in that particular process.
So one thing to note is that the positions that you list in the column headers,
um, our positions within the company rolls versus the people who are fulfilling those worlds.
And the reason that we do that is that in small organizations, some
roles might be fulfilled by more than one person or one person might be fulfilling multiple roles. So a business analyst might also be a developer or a project manager.
So these matrices in large organizations can become very large and intricate as well. And in that case, you're going to want to break them up by business unit
s so that each business unit defines its processes and the rules within that unit that are responsible.
I'm in only a few people within the organ organization. I need to be able to see all of those matrices and where they overlap.
So this is an example of a matrix. See that I pulled off of the Wikipedia page on the subject. As you can see, we do have on the left hand column the process code, and then the process names So that's our process. Identify air.
Ah, and then along the top horizontal. We can see the different roles that exist within an organization.
We have a project sponsor and a business analyst. Ah, project manager and so on.
And then, as we talked about the SOA values are one of the roles from the racy so we can look at our functional requirements process. This is code, see 10
Um, and we can see that our business analyst
cell is marked with an R. That means our business analyst is responsible for completing our functional requirements.
We can also see that our project manager has the informed role. So when the business analyst completes the functional requirements process, he will tell the project manager.
Now the technical architect in this organization,
eyes to be consulted
for any of the functional requirements.
And the Applications development team will also be informed.
And that's how you would go about reading out the rolls out of a racing matrix once you've defined them.
So, of course, there are ah lot of alternatives that you can use on the standard racing model,
one of them that's fairly popular and organizations with a more collaborative structure where a an accountable role still has to take their decisions before review board
on multiple people within the organization. Multiple roles have the ability to veto
We're gonna break this up into the performer world. This is the rule that carries out the activity. Um, then we're gonna have the accountable roll. This is the role that's ultimately responsible for the correct or incorrect delivery herbal.
Then we're gonna have the control role. And this is those worlds within the organization that have the right to veto. And we consult these people before making any large decisions, and their advice on the topic is binding. We have to follow the direction of our control.
Now we have AH suggest which is very similar to the consult roll. This rule is consulted based off of their expertise on dhe. They advise on decision making. However, unlike control,
their advice is nonbinding.
I and then we can keep the informed world which is similar to the racy world. These air the roles in the organization that have to be informed as the results of the process.
Now there's the Rasky model, which is an expanded version of the standard racing model. And this breaks out the responsible world, um, two responsible and support and respond are those resource rules that are allocated to the responsible participant
s. So in this case, if you have a responsible participant, that's a project manager. Um, you might add an application developer as the support role. So that way, the application developer can help the project manager actually build what's needed
now, unlike the consulted rule, support actually does put in work on, and they will help to complete the actual tasks.
Now, the Rasic model adds a quality review participant, and we're not going to go in through the details of the rest of these. But they're just a couple other quick ones based off of racy that do minor modifications that we'd like to cover.
Um, the race CVS at the two participants, there is a verification step where a row verifies the output, and then there is a role that's responsible. Ultimately, for final sign off. Um, so where at the Pakistani model,
you had a collaborative structure. This is kind of the universe of that where everything funnels
to a final sign off.
Ah, Then the ratio, uh, model ads in omitted. This is also called the Cairo model. It adds an emitted participation role, which is basically the opposite of the informed role. These air roles in the organization that air to be explicitly not informed,
uh, as to the the outcome of a particular processes.
And there are a lot more you can refer to the Wikipedia of subject on a responsibility assignment matrices, and they will have a much better topic. But the point being that you need to
look at your organizational structure and how the work flow through your organization,
um, is to be structured,
and you need to choose a new assignment method which fits that workflow.
With that, we've come to the end of this video. I'd like to thank you for watching. And as always, if you have any questions, you can contact me on cyber harry dot i t my user name ist warder T w a r T E. R