What is RACI Charting and how to do one


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This is an updated set that we used to outline the RACI (responsible, accountable, consulting and informed) process to clients at the start of the work shop I have written a guide to this in more detail and posted to the forumon the BizFace UK Business Forum

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What is RACI Charting and how to do one

  1. 1. Objectives of RACI Presentation  To define the purpose of RACI  To explain the process of creating a RACI chart  To outline the benefits of doing a RACI CrossLight Management Slide: 1 www.bizface.co.uk
  2. 2. What is RACI charting? A technique used to identify activities or decisions and the individuals or groups involved answering the questions: What has to be done? Who must do it? CrossLight Management Slide: 2 www.bizface.co.uk
  3. 3. RACI charting is helpful when you experience:  Unclear accountability between individuals or departments  Redundancies or work not being accomplished  Delayed or incomplete work  Inadequate communication and/or co-ordination  Unclear approval/decision-making processes CrossLight Management Slide: 3 www.bizface.co.uk
  4. 4. RACI charts are helpful when you experience:  Multiple decision points in a process  Tasks being performed and decisions being made at the wrong levels  Infighting for promotions or important assignments  Finger-pointing when something fails  Inability to manage the interfaces CrossLight Management Slide: 4 www.bizface.co.uk
  5. 5. What does RACI mean? The person or position responsible for doing the Responsible activity (the work) The person or position accountable to ensure the Accountable activity happens Consulted The person or position who should be consulted prior to decision or action The person or position that needs to be informed of Informed the decision or action after it is made CrossLight Management Slide: 5 www.bizface.co.uk
  6. 6. Business Process, Activity and Role Activity: An action or decision that is one of several steps in a business process Business Finance Implemen Benefits Pilot Go Live Release case Plan tation Plan IT Manager R A C I Accounts A R C I C Functional Role: A position Quality C I R A assigned to FA accomplish an Director I R A activity John Smith R I A C Product Director A I R C … A C R I A business process: is a major process to be analysed through RACI charting CrossLight Management Slide: 6 www.bizface.co.uk
  7. 7. Developing RACI charts involves a simple process Meet with the RACI workshop Create master RACI client Identify RACI codes to Document draft list of functions leader and key participants functions and RACI and activities stakeholders tasks Validate draft Implement new Follow-up and Finalize to-be RACI all roles and review RACI participants communicate implementation CrossLight Management Slide: 7 www.bizface.co.uk
  8. 8. Key Points during a RACI session  Have a representative from each of the major functions that participate in the process  Reach consensus on all Accountabilities and most Responsibilities – Push accountability to the lowest decision point – assign only one accountability per activity or level – Allow for people to have one-on-one opportunities to discuss accountabilities and responsibilities  Schedule a follow-up session for a workshop to agree details and exceptions that arise CrossLight Management Slide: 8 www.bizface.co.uk
  9. 9. Key Points about a RACI session  Only do a RACI on value-added activities  Consider the emotional aspects of documenting As and Rs - including job justification  Eliminate excessive Cs and Is  Consider the organisation's culture  If the core team members are new to RACI analysis have an experienced RACI user in the room for support CrossLight Management Slide: 9 www.bizface.co.uk
  10. 10. RACI charting review process Following the coding process, the team should review how the charts look both vertically and horizontally: Vertical Analysis Does the functional role need to be accountable for so much? Lots of Responsible Does the functional role If you find …then ask need to be involved in so No empty spaces many activities? Could management by exception be used? Could C’s become I’s? CrossLight Management Slide: 10 www.bizface.co.uk
  11. 11. RACI charting review process Vertical Analysis Should this functional role be eliminated? Does a proper No Responsible or segregation of duties Accountable exist? If you find …then ask Should other groups be Too many accountable for some of Accountable these activities to ensure checks and balances and accurate decision-making? CrossLight Management Slide: 11 www.bizface.co.uk
  12. 12. RACI charting review process Horizontal Analysis How will the job get done? Is this activity value- added? No Responsible Who benefits from this No Accountable activity? Why is it done? If you find …then ask Lots of Consulted Do all the functional roles really need to be Lots of Informed consulted? Do all the functional roles need to be routinely informed? CrossLight Management Slide: 12 www.bizface.co.uk
  13. 13. Although the tool is simple the process is complex  Developing RACI charts surfaces many organisational issues because it confronts the three elements of roles and responsibilities: – Role Conception: what people think their jobs are and how they have been trained to perform them – Role Expectation: what others in the organisation think another person’s job is and how it should be carried out – Role Behaviour: what people actually do in carrying out their job Developing RACI charts is often a political process. CrossLight Management Slide: 13 www.bizface.co.uk
  14. 14. Expected benefits  Clearly understood individual expectations  Reduced redundancy in tasks  Clearer communication (what is really necessary)  Reduced levels of approval in processes  Reduced time for business processes by eliminating consolidators and coordinators  Clearly defined and written interfaces between individuals  Greater focus on the value add of a process step CrossLight Management Slide: 14 www.bizface.co.uk