Responsibility assignment for the recurring activities that keep an Agile program running — distinct from a PMBOK RACI in that most rows are ceremony ownership and backlog decisions, not deliverable sign-off. Where PM Suite's RACI splits into a Deliverable Sign-off matrix and a separate Governance-Process matrix, this program keeps a single table, since MedConnect Mobile's two-team, 18-week scope doesn't generate enough distinct governance-process decisions (approving a Change Request, accepting a risk) to justify a second table the way a larger, longer-running program would — those decisions are instead covered activity-by-activity below, alongside the ceremony ownership they're adjacent to.
A few patterns are worth reading the table for, not just looking up individual cells. First: the Product Owner (D. Ashworth) is Accountable for more rows than anyone else, which is expected in a Scrum structure — the PO is the single point where backlog, release, and steering-committee accountability converge, even though the actual Responsible work for most ceremonies sits with the Scrum Masters and Engineering Leads who run them day to day. Second: Dev Teams are never Accountable for anything on this table — they're Responsible for delivering against ceremonies and sign-offs, but accountability for those ceremonies existing and functioning sits with the Scrum Masters and Engineering Leads who own them. Third, and most telehealth-specific: Dr. Nguyen (CMIO) and T. Brannigan (Compliance) appear as Accountable only twice each, on the two rows that exist specifically because this is a healthcare-adjacent product — clinical workflow sign-off and PHI/compliance review — and Consulted on Definition of Done sign-off for exactly the same reason (marked with an asterisk below). Everywhere else on this table, they're Informed at most, which is intentional: their authority is narrow and specific (see Program Governance §9's veto language), not a general oversight role over every ceremony.
| Activity | D. Ashworth Product Owner | C. Tyrrell Agile Delivery Lead |
Scrum Masters (Marsh / Okafor) |
Eng. Leads (Whitfield / Singh) |
Dev Teams | M. Delacroix Sponsor |
Dr. Nguyen CMIO |
T. Brannigan Compliance |
|---|---|---|---|---|---|---|---|---|
| Backlog prioritization | A/R | C | I | C | I | C | C | I |
| Writing acceptance criteria | A | C | I | C | C | C | C | |
| Sprint Planning facilitation | C | C | A/R | R | R | |||
| Daily Standup facilitation | I | I | A/R | C | R | |||
| Scrum-of-Scrums facilitation | I | A/R | R | R | I | |||
| Sprint Review / Demo | A | R | R | R | R | I | I | I |
| Sprint Retrospective | I | I | A/R | C | R | |||
| Definition of Done sign-off (per story) | A | C | C | R | R | C* | C* | |
| Clinical workflow sign-off | C | I | C | I | A/R | |||
| PHI / compliance review | I | I | C | I | A/R | |||
| Release/go-live decision | A | R | C | C | A | C | C | |
| Steering Committee reporting | C | A/R | I | I | I | |||
| Cross-team dependency resolution | I | A | R | R | ||||
| Change Request approval (Tier 2, see Governance §3) | C | R | I | C | A | I | I | |
| Vendor SLA / scorecard review (PulseConnect) | I | I | A/R | I | ||||
| Vendor offboarding certification (Vantix) | I | C | I | A/R |
*Consulted only when the story touches PHI or a clinical workflow — see Definition of Done, telehealth-specific additions.
The last three rows above were added to make this table a complete cross-reference with the Program Governance Model's decision-rights tiers and vendor governance sections, rather than covering ceremonies alone — a Change Request's approval path, and each vendor relationship's ongoing accountability, are responsibility-assignment questions just as much as who runs standup is.