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RACI
Method
Responsible
Accountable
Consulted
Informed

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Learning Objectives
• To define the purpose and
benefits of RACI
• To explain the process of
creating a RACI chart or
matrix
• To gather practical tips in
applying the RACI method

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Contents
• Introduction to RACI Method
• What is RACI Method?
• When to Use RACI
• Purpose of RACI
• Benefits of RACI
• What Does RACI Mean?
• Key Points to Note During a RACI Session
• The RACI Method
• RACI Practical Tips
• Pitfalls to Avoid
• A Word of Caution…
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Introduction to RACI Method
• In project management, it is very important for all the
stakeholders to understand the responsibilities and
accountabilities of each person.
• While smaller teams can have more informal rules to
keep track of responsibilities, in bigger teams with cross-
department and inter-organizational collaboration, it is
essential to create a more formal process to track
responsibilities.
• Applying the RACI technique will help to reduce
confusion and leads project to faster completion.

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What is RACI Method?
• A technique used to identify decisions or activities and
the individuals or groups involved by answering the
questions:
 What has to be done?
 Who must do it?

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When to Use RACI
• While it is useful to have identified
stakeholders prior to applying
RACI, it is not a necessity
• RACI can be applied anytime
• RACI is particularly helpful as a
team starts its work
• If the project bogs down or
confusion impedes progress,
RACI may point to the source of
problems and to solutions

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Purpose of RACI
• To clarify roles, responsibilities and authority within
teams
• To help the teams:
 Design or re-design processes more efficiently by highlighting
decisions
 Clarify overlapping, redundant, “bottle-necked,” or inconsistent
responsibilities
 Structure and distribute responsibility and authority
 Establish clear lines of communication; reduce duplication of
efforts; pinpoint what can “come off the plate”

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Benefits of RACI
• Clearly understood individual expectations
• Reduced redundancy in tasks/activities
• Clearer communication
• Reduced levels of approval in processes
• Reduced time for business processes by eliminating
consolidators and coordinators
• Clearly defined written interfaces between individuals
• Greater focus on the value add activities of a business
process

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What Does RACI Mean?
• Responsible
• The person or position responsible for
doing the activity (the work)R
• Accountable
• The person or position accountable to
ensure the activity happensA
• Consulted
• The person or position who should be
consulted prior to decision or actionC
• Informed
• The person or position that needs to be
informed of the decision or action after it is
made
I

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Key Points to Note During a RACI Session
• Have a representative from each of the major functions
that participate in the process
• Reach consensus on all Accountabilities and
Responsibilities
• Schedule a follow-up session to agree on details and
exceptions that arise
• Only do a RACI on value-added activities

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Step 1: Clarify Key Steps
• Clarify the key decisions or process steps that are being
analyzed or designed or that the Team is accountable for. List
these on the left-hand column of the RACI Analysis Chart
(see below).
• Identify stakeholders, positions, team members, and/or
groups (but not specific individuals) involved in the decision or
process being analyzed. List as column headings in the
RACI Chart.
Stakeholders/Positions/Groups
Key Decisions or
Process Steps
Position 1 Position 2 Position 3 Position 4
 Decision / Step 1
 Decision / Step 2
 Decision / Step 3

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Step 2: Complete the RACI Chart
• Guidelines for designating roles:
 Designate one point (role or position) of Accountability (A) for
each decision/step.
 Assign Responsibility (R) at the level closest to the action or
knowledge required for the task. Verify that any shared
responsibilities are appropriate and feasible.
 Ensure that appropriate positions/individuals are Consulted (C)
and Informed (I), but limit these roles to necessary involvement
only.

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RACI Matrix: Example
R - Responsible (the doer)
A - Accountable (buck stops here)
C - Consulted (in the loop)
I - Informed (in the picture)
Staffing (Example)
Key Decisions or Process
Steps
Recruiting
Head
Recruiting
Team
Business
Partner
Hiring
Manager
 Making the Offer:
Develop Templates A R I I
 Making the Offer:
Approve Offer C C R A
 Making the Offer:
Negotiate A C R, C

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Step 3: Follow-up
• Review the RACI chart vertically to:
 Avoid under- or over-committing positions or
team members
 Eliminate unnecessary gates and
bottlenecks
 Designate appropriate skill sets
• Review the RACI chart horizontally to:
 Clarify any ambiguous division of labor
 Ensure adequate continuity across decisions
and process steps
 Ensure accountability and authority to get the
job done

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RACI Practice Tips
1. RACI is a useful complement to a process map, since it
can get into more detailed and specific activities than a
high level process map. Think of a process map at one
level of abstraction and RACI as the next level of detail.
2. Consider the benefits of pushing responsibilities down
(e.g., increasing the level of responsibility of a “C” to
that of an “R”, and an “R” to an “A”)
 Authority must accompany accountability
 Eliminate unnecessary “checkers checking checkers” by
designating only essential “C”s and “I”s

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Pitfalls to Avoid
• Trying to apply RACI charts to everything you do
• Trying to achieve 100% accuracy
• Creating the RACI chart without due diligence
• Not evaluating whether the operation can be completed
with the new role assignment
• Assigning more than one Accountability per activity
• Not documenting and communicating all the roles and
responsibilities to the team and stakeholders

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About
Operational Excellence
Consulting

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About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

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END OF PARTIAL PREVIEW