[Operation];[RACIS]

Project Objectives and Responsibility Charting R Responsible A Accountable C Consulted I Informed

RACI Responsible, Accountable, Consulted and Informed (RACI) or… Roles and Responsibility Charting

RACI … is a process that organizations can use to confirm that the responsibilities and accountabilities for each activity or process within the operating system or project are set at the appropriate level.

RACI The purpose of the RACI process is to answer the questions: What functions, activities and tasks must be done in order to achieve the desired results? Who must act?

RACI Responsible : Responsible individuals are the “doers” or those who actually complete the assigned tasks.

Responsible They are responsible for action/ implementation.

Responsible Responsibility can be shared.

Responsible The degree of responsibility assigned is determined by the person in the process assigned the “A” (Accountable).

RACI Accountable : Accountable individuals are ultimately liable for for the results and hold the “sign-off” or veto power in the process.

Accountable Only one “A” may be assigned to a function, task or process.

RACI Consulted : Consulted individuals are those people who must be addressed before a final decision is taken.

Consulted Normally, “consulted” individuals provide input and support throughout the entire process.

Consulted Strong two-way communications are necessary with the people assigned a “C” in the process.

RACI Informed : Informed individuals in the RACI process are those people who need to be told when a decision or action has been taken.

Informed One-way communication with someone assigned an “I” is appropriate in this process.

The RACI Objectives In a workload analysis it can help to identify redundancies that may exist or improve the quantity and quality of the work being performed.

The RACI Objectives During reorganization it assures that key functions and continuous improvement processes are not overlooked in the new structure.

The RACI Objectives In the case of employee turnover it aids in redistributing the workload, in retraining employees affected by a void, or in shifting responsibilities with a minimal disruption of the work flow.

The RACI Objectives In conflict resolution it helps break down the areas of conflict by developing the best balance between departments for achieving specific tasks or process steps.

The RACI Objectives It also promotes teamwork by enhancing the understanding of individual contributions to the overall process.

The RACI Objectives As part of a company’s training objectives it can be used to identify specifics for job descriptions and/or specific job requirements. It can be used to make training more focused and relevant to the job.

The RACI Objectives RACI is a way to document company procedures and to communicate the roles and responsibilities of individuals and functions in an unbiased way.

The Responsibility Chart Functions and Responsibilities are listed on the left Y axis. Functional roles are listed on the top X-axis. The inter-relational letters (RACI) are indicated in the squares of the matrix.

The Responsibility Chart An Example

The Responsibility Chart Macro A concern in the past may have been the appropriate allocation of engineering and marketing resources to prepare for a new product introduction. In the next slide, the Marketing Manager, while not accountable for the actual new product design, shares responsibility for implementation with the Production Engineering Manager.

The Responsibility Chart Macro: Example Departmental or Organizational Projects

The Responsibility Chart Micro: Example Individual or Goal-Oriented Responsibility: Process regional employee expense statement

RACI Benefits Roles and Responsibilities Charting can result in: Clearly defined roles and responsibilities for all individuals and functions Improved cooperation and teamwork across functional or departmental boundaries Better communications Increased productivity through well-defined accountabilities

RACI Benefits Roles and Responsibilities Charting can result in: Reduced rework (since all roles and functions are discussed and clarified) Identified opportunities for a streamlined organizational structure through elimination of unneeded layers and by placing responsibility and accountability where it belongs

RACI Benefits Roles and Responsibility Charting can result in: Better trained people (the population participates in workshops and meetings where roles and responsibilities are discussed and designed) Better planning processes through better communication

RACI Benefits Roles and Responsibilities Charting can result in: Increased understanding of the many complex processes in an organization A commitment to change Continuous improvement

RACI Theory Executives and Senior Managers cannot be accountable for everything in their organization; they can only maintain overall accountability. The goal or Roles and Responsibility Charting is to ensure that the responsibility and accountability for each function is placed with the right person.

RACI Theory Roles and Responsibilities Charting prevents role confusion. Differing perceptions may cause one person’s view of a “role” to be quite different than another’s.

RACI Theory There are three basic elements to any role: Role Conception Role Expectation Role Behaviour

RACI Theory Three Basic Elements to a Role ROLE CONCEPTION: What a person thinks his/her job is and how he/she has been taught to do it. (His/her thinking may have been influenced by many false assumptions over time.)

RACI Theory Three Basic Elements to a Role ROLE EXPECTATION: What others in the organization think the person is responsible for and how he/she should carry out those responsibilities. Those ideas may also be influenced by incorrect assumptions. This is usually based on the output or results expected from the role.

RACI Theory Three Basic Elements to a Role ROLE BEHAVIOR: What a person actually DOES in carrying out the job at hand.

RACI Theory Role Reconciliation Roles and Responsibilities Charting provides the opportunity to reconcile the Role Conceptions with the Role Expectations so that Role Behavior becomes more productive.

The Steps in the RACI Process DEVELOP THE RESPONSIBILITIES LIST: State in “verb-adjective-noun” format e.g. “publish weekly reports” or “evaluate production records. Focus on tasks/activities required to achieve a major step in the organizational process.

The Steps in the RACI Process ASSIGN RACI CODES: Assign codes to describe the type of participation each role has to each responsibility or function. Place the R and A and C and I codes in the matrix.

The Steps in the RACI Process ANALYZE THE CHART FOR AREAS OF IMPROVEMENT: Should the function be performed at all? What value does the function add? Is the function performed elsewhere in the organization? How often is the function performed?

The Steps in the RACI Process ANALYZE THE CHART FOR AREAS OF IMPROVEMENT: Is the function performed at the appropriate skill level? What is the impact of the function on the company, its goals, its processes, etc.

The Steps in the RACI Process REVIEW THE CHART FOR POTENTIAL PROBLEMS: Does a VERTICAL analysis indicate too many “R”s within a functional role? If so, that may indicate a work overload for that person. Are there too many “A”s? If so, a bottleneck may result waiting for that person to make all of the decisions.

The Steps in the RACI Process REVIEW THE CHART FOR POTENTIAL PROBLEMS: Only one functional role should have an “A” Do a HORIZONTAL review for “A”s. Too many “A”s create confusion across the organization (“I thought YOU had the ‘A’!”)

The Steps in the RACI Process REVIEW THE CHART FOR POTENTIAL PROBLEMS: Too few “A”s and “R”s indicate nobody is minding the store Columns with NO empty boxes or boxes that are filled with “C”s and “I”s may indicate a “gatekeeper” (a functional role that believes it needs to know everything)

The Steps in the RACI Process REVIEW THE CHART FOR POTENTIAL PROBLEMS: An excess of “C”s or “I”s may indicate a slowdown in the process Not every box on the chart should be filled in. If all of the boxes are full, too many people may be involved

The Steps in the RACI Process COMMUNICATE THE ROLES AND RESPONSIBILITIES CHART: The information on the chart must be communicated to all affected areas of the organization High levels of effective two-way communication are necessary to get effective buy-in to the changes that have been made

The Steps in the RACI Process CONDUCT EFFECTIVE FOLLOW-UP: Ensure that the relationships as established in the process actually work Encourage people to live their roles, take personal responsibility, and commit to action

[Operation];[RACIS]

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