Roles & Responsibilities Clarification Process (RACI)
29
Roles & Responsibilities Clarification Process (RACI)
Transcript of Roles & Responsibilities Clarification Process (RACI)
Roles & Responsibilities Clarification Process (RACI)
Presenter
Presentation Notes
In the increasingly competitive world of today, change is occurring – structure, technology, systems, and skills are required to remain become more complex. Managers can no longer regard the organizational structure in which they operate as fixed and unchangeable. Rather, they must actively manipulate the controllable aspects of organization to achieve their goals. In order to do this, managers need some specific tools to help them cope with increasingly complex transactions among units and roles. Changes in the formal tables of organization are insufficient. An organization chart displays the official or explicit reporting relationships, but does not take into account the informal, or implicit organization. The informal communication network is, to a large degree, more indicative of how things really get accomplished. By involving key role players, RACI helps managers deal with these complex issues.
‐ 2 ‐
Objectives
• To understand the need for and ultimately the benefits of having clearly defined roles and responsibilities
• To be able to analyze and develop an effective RACI chart
Presenter
Presentation Notes
Besides learning what a RACI matrix is, you’ll better understand how powerful a tool this is. It actually seems a very common sense approach, but when developing the final product, emotion and politics tries to creep in. It is, therefore, very important to understand and stress that this is a rational methodology.
‐ 3 ‐
Unclear Roles And Responsibilities Result In Comments Like These …
• “My boss always overrules my decisions whenever she wants”
• “The approval process for even the simplest item takes so long today”
• “It seems every department has someone putting together a spreadsheet on the same data”
• “Things are always slipping through the cracks”
• “I have the responsibility, but not the authority, to get the job done”
Presenter
Presentation Notes
Most of the problems associated with unclear roles and responsibilities are people related. Lack of cooperation, both within and between departments, creates problems which are difficult for an individual manager/supervisor to resolve. By involving members of interrelated departments, the Responsibility Charting process offers members of the organization an opportunity to discuss this type of organization conflict. Operating systems and tables of organization are management
‐ 4 ‐
With Clear Roles And Responsibilities, We Should Expect To See …
• Increased productivity through well defined accountability
• Increased capacity by eliminating overlaps and redundancies
• Eliminated misunderstandings; teamwork encouraged
Individual expectations
Defined and documented interfaces between individuals
• Streamlined work processes by eliminating unneeded interfaces and placement of accountability where it belongs
• Improved organization effectiveness results by allowing disciplines to cooperate and share responsibility
• Improved planning process and more participation of team members as a result of building in communication interfaces
• Reduced levels of approval
Clear roles and responsibilities can be identified through RACI charting.Clear roles and responsibilities can be identified through RACI charting.
Presenter
Presentation Notes
The benefit of performing RACI: Clear, understood individual expectations. Reduced redundancy in tasks. “Cleaner” communication (what is really necessary). Reduced levels of approval. Getting rid of “consolidators” and “coordinators” that only extend the cycle time for the process, yet add no value. Interface between individuals are clear, defined, and written down. Individuals have greater focus on the “value add.”
‐ 5 ‐
So What Is RACI Charting?
• A systematic and participative technique to:
Identify all functions (activities, tasks, and decisions) that have to be accomplished for effective operation
Clarify roles and individual levels of participation in relation to each of these functions
Develop best methods for individuals to fill these roles
R1 R2 R3 R4 R5 R6
A R R CT1
A R C IT2
I A R RT3
R C A IT4
A R IT5
Participant Roles
Activities(or Tasks)/Decisions
Responsible
Accountable
Consulted
Informed
RACI provides lots of information in a very simple format.RACI provides lots of information in a very simple format.
Presenter
Presentation Notes
RACI Charting is based on the observation that misunderstandings and/or an absence of information about responsibilities is a major cause of conflict in an organization’s decision-making process. These failures are of two types. Errors of commission and omission lead to poor decisions, no decisions, too many decisions, and mistakes. RACI Charting is a technique designed to prevent these errors by explicitly
‐ 6 ‐
Type/Degree of Participation Can Be Defined
Individual(s) who perform an activity—responsible for action/implementation. The degree of responsibility is defined by the accountable person. R’s can shared.
The individual who is ultimately accountable includes yes/no and power of veto. Only one “A” can be assigned to an activity/decision.
The individual(s) to be consulted prior to a final decision or action is taken. Two-way communication.
The individual(s) who needs to be informed after a decision or action is taken. One-way communication.
Responsible“Doer”
Accountable“Buck Stops Here”
Consulted“In the Loop”
Informed“FYI”
Presenter
Presentation Notes
The accountability for completing an activity or making a decision is often ambiguous because more than one person shares an element of responsibility toward it. A complex function may involve several people, all of whom see the function from their perspective or need. To clarify these complex relationships, we separate accountability from responsibility. Responsible: “R’s” may also be delegated—particularly for larger tasks. Accountable: the person whose neck is on the line if the activity/decision isn’t carried out. The person with the “A” may also choose to take the “R” for completing the task, or may delegate the “R” to another party. For a complex activity must clarify the degree of responsibility for each person as well as track their accomplishment table. “A’s” cannot be delegated. Consulted: consulted group may not have a direct part in the function or task, but is impacted by the completion of it. Informed: input from the informed party is not necessary as with the consulted party, but the informed party should be communicated only to those who will do something with or because of the information. Agreement to terminology must be made at outset of using RACI. Some organizations’ culture and current usage of these terms must be taken into consideration and it may be necessary to amend the ‘codes’ and their definitions.
‐ 7 ‐
The RACI Tool Is Simple; the RACI Process Is More Complex
• Developing RACI charts surfaces many organizational issues because it reconciles 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 organization think another person’s job function is and how it should be carried out
Role Behavior: what people actually do in carrying out their job responsibilities
Developing RACI charts is often an emotional process. Developing RACI charts is often an emotional process.
Presenter
Presentation Notes
It is here that a lot of emotion can surface as people come to terms with the fact that they have been doing the ‘wrong’ things (often for a long time) or that the organization does not work in the way they had always thought. The facilitator must be sensitive to the stress of unlearning and relearning. The lack of alignment between these three role dimensions is often the cause of conflict within organizations and frequently just exposing this misalignment in an objective way is enough to resolve it. However, be prepared for people who are used to exploiting the ‘grey areas’ resisting the process because it starts to undermine their control.
‐ 8 ‐
When Should a RACI Be Done?
• Undefined/unclear accountabilities of individuals or departments
• Redundancies or work not being accomplished
• Work delayed or incomplete
• Inadequate communication and/or coordination
• Approval/decision-making roles unclear
• Multiple decision points
• Infighting and finger-pointing
• Tasks being performed/decisions made at wrong levels
• Inability to manage interfaces
Presenter
Presentation Notes
Usually a RACI is done at the completion of the development of the To-Be Process to help communicate the changes. However, developing a RACI during the As-Is helps to identify opportunities.
‐ 9 ‐
Common RACI-appropriate Situations
• Workload analysis:
Underloads or overloads against individuals and departments can be identified quickly.
• Re-organization:
Ensures that key functions and processes are not overlooked.• Employee turnover:
Allows newcomers to rapidly identify their roles and responsibilities and also allows duties to be redistributed into other areas . . . an excellent education tool.
Project management: allows for flexibility in matrix management situations while ensuring the right balance between line and project accountabilities.
Conflict resolution: gives a forum for discussion and resolving interdepartmental conflict, thus improving teamwork.
• Documentation of procedures:
The output from RACI is a simple yet powerful method of documenting and communicating roles and responsibilities.
Presenter
Presentation Notes
1. Workload Analysis Workload analysis can easily be achieved using the Responsibility Charting process. A function list is generated for each role by means of individual or group interview. These lists can then be studied for their quality and/or quantity. Overloads or underloads are quickly revealed. A comparison with other groups or departments may reveal overlaps or redundancies or functions or activities. In the Responsibility Charting Workshop these problems can be resolved by the people who perform the work. 2. Re-organization Responsibility Charting is also useful in assisting senior managers in the process of reorganization. For example, the situation where two separate departments are merged into one, or where one division is split and its functions divided between two other divisions. In these cases, how does the organization ensure that key functions and skills are not overlooked or that different disciplines operate effectively as a team? In this situation the process may be applied twice. The first time, as the organization is reformed, may be considered Macro Responsibility Charting. This macro application would only deal with major functions. After the re-organization, the second application or Micro Responsibility Charting process can take place. The micro application would deal with greater detail in determining functions activities or tasks for the re-orientation of employees for continuous improvement. 3. Employee Turnover Employee turnover can cause a ripple effect in an organization, often affecting more than the position that is vacated. Responsibility Charting can be used to redistribute the workload and retrain those involved. A new supervisor or manager can quickly grasp his/her area of responsibility and span of control by developing a function list for each role. As turnover takes place, accountability and responsibility can be shifted or changed, thus minimizing the disruption of the work flow. The matrix and the role sheets are very effective when it comes to new employee orientation. 4. Project Management Another area where role ambiguity can arise is in Project Management. A project team may represent several functional disciplines. The process allows for flexibility in matrix management situations without surrendering ultimate accountability to project management. 5. Conflict Resolution Interdepartmental conflict is a barrier to performance. To some degree, this is normal and serves as a check and balance for a business. A strong company will employ strategies and objectives that do not favor one area over the other. It does, however, make a difference how well the best balance possible should be made between the various departments. When this balance is not achieved, serious conflict can occur. What can start as organizational conflict can turn into personal conflict between individuals in different roles. Weekly management meetings between functional leaders are often not enough to co-ordinate the operation. The Responsibility Charting process offers a forum for discussing individual and departmental conflict. In the workshop, the participants can see the impact an action or decision has on their fellow workers and can negotiate to restructure the way in which decisions or actions are taken and by whom. Degrees of shared responsibility can be discussed in a "structured" environment. Communication interfaces are built right into the chart. In the workshop, participants can openly agree about who should provide input both before and after a decision or action can be agreed upon publicly. As participants learn how each task relates to the other tasks, they will gain a greater understanding of what each person does. The Responsibility Charting process can greatly improve teamwork and resolve conflicts. 6. Training The Responsibility Charting process can be of value for training in the organization. It also helps to stimulate a complacent work force and management team. Activities and tasks left out through attrition can be recaptured and re-emphasized. Positioned correctly, management is not perceived as uninformed or out of control, but rather as sensibly utilizing the knowledge of the key players. Responsibility Charting may help identify training needs and thereby contribute to making training more focused and job-relevant. 7. Documentation of Procedures A process flow chart, together with a RACI chart can be a powerful method of communicating the roles of individuals in achieving functional activities in the company. Such a document set can replace the traditionally lengthy pages of script published by many organizations. It is more likely such simple charts will become working documents than the traditional text style procedures.
‐ 10 ‐
A Five-Step RACI Process
Step 1 Determine the activities/decisions and organizational levels to be included
Step 2 Prepare a list of participants and their representative roles
Step 3 Develop an initial RACI chart, supported by the activities and tasks defined in the relevant as-is or to-be process flow
Step 4 Conduct horizontal and vertical analysis of the RACI chart (described below) for validation
Step 5 Get feedback and buy-in;
Presenter
Presentation Notes
Team constructing the RACI chart should be cross-functional and from several levels at the organization as needed. Introductory meetings are conducted to inform key management of the purpose and requirements of the process, and to select and train participants. Decision/function lists are developed, analyzed, and collated into an agreed Master Function List utilizing generic templates, one on one interviews, brainstorming and/or flow process charting. Workshops are conducted to agree upon function definitions and to assign codes that describe the type of participation each role has toward each function,. The output is a (RACI) Responsibility Chart for the "AS IS" organization. The "AS IS" Responsibility Chart is documented and reproduced to distribute to all participants and interfacing organizations. Another output from this may be role sheets which list the accountabilities and responsibilities for each participating role. Examination of this output will undoubtedly reveal areas where improvements could be made. If this is the case, a further Workshop should be conducted to developed and agree changes in participation each role will have toward each function. The output will be the (RACI) Responsibility Chart and role sheets for the "TO BE" organization. The "TO BE" Responsibility Chart and roles sheets are documented and distributed to all participants and interfacing organizations at an agreed implementation date and after a detailed review meeting with key management. The communication and reinforcement of the new role definitions are accomplished through meetings with all individuals and departments involved. Follow-up is conducted to ensure that relationships defined in the process are being adhered to and encourage participants to live the roles. Procedures modification may prove necessary.
‐ 11 ‐
Step 1: Determine The Activities/Decisions
• Identifiable
• Controllable
• Practical
• “As-Is” or “To-Be” brown papers
• Work reference model
• Functional decomposition
• Interviews
• Problem solving sessions
• Should it be performed at all (e.g., value added)?
• What is significant/impact?
• Is it duplicated elsewhere?
• How often is it performed?
• Is it performed at proper skill level?
Sources for IdentificationWhat Are They? Analyzing Them
Presenter
Presentation Notes
Activities or decisions to be charted should be identifiable, controllable, and practical: Identifiable: Is it readily seen? Is it easily understood? Does it have definite start and top points? Controllable: Do the people involved in the responsibility process have reasonable control of the activity or decision? Practical: Is it a meaningful batch of work? Is it easily and logically assigned? Can it be readily evaluated upon completion? The first step is to prepare a list of the activities which will be charted and there are a number of sources on which we can draw to prepare the list. If brown papers are being built by the NWT, they can be used to build an “As-Is” or “To-Be” list of activities. If Business Modeling is being done then the verb-object pairs from the Work Reference Model form a list of activities. We could also use functional decomposition, or the “FAT” approach: functions-activities-tasks. If none of the above tools are available, we could conduct interviews, although they tend to be time consuming. We could also contact a PS/TB to construct the list, but since the ideas will be generated in a random fashion, a few activities may be missed. There are many sources for identifying activities—any other thoughts? The difficulty, like developing brown papers, is knowing what level of detail to get into. Too broad of category doesn’t really help clarify R&Rs within a department but might be a good starting point to agree on R&Rs between departments. Too detailed a RACI is time consuming and non-value added to those only needing an overview of the process, however it does become a starting point for clarifying individual job descriptions. If developing a RACI during the As-Is phase, these questions help identify opportunities. If performing the RACI once the To-Be process has been developed, this becomes another validation point.
‐ 12 ‐
Guidelines for Developing the Activity or Decision List
• Avoid obvious or generic activities, e.g., “attend meetings”• Each activity or decisions should begin with a good action verb. Examples:
• Evaluate Schedule Write• Record Determine Operate• Monitor Prepare Update• Collect Approve Conduct• Develop Inspect Train• Publish Report Review• Authorize Decide Plan
• When the action verb implies a judgment or decision (e.g., evaluate, monitor, inspect, review), add a phrase to indicate the primary outcome. Examples:
“Monitor phone service handling of customer requests to identify training needs”
“Analyze data to locate source of delay”• Activities or decisions should be short, concise, and apply to a role or need,
not to a specific person
‐ 13 ‐
Step 2: Prepare A List Of Participant Roles
• Roles can be individuals, groups, or entire departments
Supplier Our Organization Customer
• Can include people outside of the department or even outside the company if appropriate
Sales Force
Other Clerks Other Admin
Clerk
Sales Organization
Presenter
Presentation Notes
The level of detail gone into each activity of a process flow will determine the level of the participant role. For example, if the activity is “design new products” the participant roles could include engineering, production, and marketing departments. However, if the activity is “contact supplier with specifications,” the participant role would ratchet down a few levels and become more specific (e.g., technical purchasing agent, mechanical engineer).
‐ 14 ‐
Step 3: Develop The RACI Chart
II
AA
CC
II
CC
RR
AA
CC
II
CC
RR
RR
CC
II
RR
AA
CC
A
II
AA
RR
II
AA
Business Process:• A major process to be
analyzed through R&R charting
Functional Role:• A position assigned or assumed to
accomplish an activity or sub-activity
Activity:• An action or decision
that is one of several sequential steps in the completion of a business process. It should always result in a clear output
R
A
C
I
R
Presenter
Presentation Notes
It is useful to remember the simple definition of a process as a linked sequence of activities in which an input or inputs are converted into an output which adds value to the external or internal customers of that process. The RACI approach should only be applied to activities which add value - if non-value adding activities / processes are identified these should be addressed through the work simplification process Individual function descriptions will prove impossible to work with if they are allowed to become verbose. Expectations should be set that : functions will be as broad as necessary to keep the total number required to less than fifty and still maintain clarity. the functions will be described (wherever practical) using only a verb, adjective and noun. Work to agree with the workshop that a function is made up from a group of activities and activities are made up from a group of tasks. Take each activity one at a time and assign one “A,” all the necessary “R’s,” and if they apply, the “C’s” and “I’s”
‐ 15 ‐
Guidelines For Developing A RACI Chart
• Only do RACI on value-added activities• Consider the organization’s philosophy: autocratic or empowered, flat vs.
hierarchical. Remember new culture philosophy when defining roles and responsibilities:
• Remember new culture philosophy when defining roles and responsibilities:
Eliminate “checkers checking checkers”
Encourage teamwork
100% accuracy not always required• Place accountability (A) and responsibility (R) at the lowest feasible level.
Assign only one accountability (A) per activity or decision; someone must be responsible (R) to do the work.
• Authority over the process or activity must accompany accountability; empower people to act.
• Minimize the number of consultants (C) and informs (I)• All roles and responsibilities must be documented and communicated;
consider the emotional aspects of documentation, including job justification and the role an individual plays beyond the activity and RACI.
Presenter
Presentation Notes
Senior Managers and Executive cannot be accountable for everything in their organization; they can only maintain overall accountability. Responsibility Charting sets out to see that responsibility and accountability for each function is placed with the person who really can be responsible or accountable. In this way function can be moved down to the most appropriate level. However, those involved in the workshop need to understand which level of accountability they are dealing with. A matrix of 80 activities in which the MD has the ‘A’ for every activity is not helpful unless that really is the case in which case there is a major opportunity to increase empowerment through delegation of accountability and authority. As a rule of thumb a RACI analysis or design should only deal with two organizational levels at a time - three at the most. It may be clear from the initial output and step by step analysis that significant organizational change and staff reductions are likely to result. In such circumstances, it may be best to confine involvement in the development of the "TO BE" model to senior management and the NWT if one is utilized.
‐ 16 ‐
C AR7. Classify expenses
AR8. Audit
C AR9. Determine payment type
R A6. Forward to region accounting
I AR
C AR
A R
Region Employee Expense Statement Processing (Sample)
1. Document expenses
Participant Role
Activities Employee Secretary SupervisorRegion
AccountingGeneral
Accounting
AR
AR R C2. Complete expense account form
3. Forward to supervisor
4. Review
5. Approve
Presenter
Presentation Notes
An example of a completed RACI chart. Clarification of activities (if explanation needed): #2 employee jot down information and ask secretary to put into computer format, consult with accounting if not sure of expense category. #4 supervisor question an expense that employee had documented. #9 general accounting ask employer how want to receive payment (paycheck or direct deposit). Sample examples of RACIs are included in appendix. These will allow the class to practice their RACI analytical skills.
‐ 17 ‐
A C I
R C I C
C I R A
R A
I A C
A I R C
Participant Roles
Activ
ities
, Tas
ks, D
ecis
ions
Step 4: Chart Analysis And Review
Vertical Analysis
• Lots of R’s
• No empty spaces
• No R’s or A’s
• Too many A’s
• Qualifications
Following the coding process, the team should review how the charts look both vertically and horizontally
Following the coding process, the team should review how the charts look both vertically and horizontally
‐ 18 ‐
Vertical Analysis
If You Find … … Then Ask …
Lots of R’s Can or need the individual(s) stay on top of so much? Can decisions be made efficiently with so many participants?
No empty spaces Does the functional role need to be involved in so many activities? Could management by exception principles be used, perhaps reducing C’s to I’s?
No R’s or A’s Should this functional role be eliminated from the process?
Too many A’s Does a proper segregation of duties exist? Should other groups be accountable for some of these activities to ensure checks and balances and accurate decision-making throughout the process?
Qualifications Does the participation code fit the qualifications of the functional role?
‐ 19 ‐
A C I
R C I C
C I R A
R A
I A C
A I R C
Participant Roles
Activ
ities
, Tas
ks, D
ecis
ions
Chart Analysis And Review
Horizontal Analysis
• No/too many R’s
• No/too many A’s
• Too few A’s/R’s
• Every box filled in
• Lots of C’s
• Lots of I’s
‐ 20 ‐
Horizontal Analysis
If You Find … … Then Ask …
No R’s Is the job getting done? Some roles may be waiting to approve, be consulted, or informed. No one sees their role to take the initiative. Is this activity value added? If so, who should take the initiative?
Too many R’s Is this a sign of “over the wall” activities? “Just get it off my desk ASAP!”
No A’s Why not? “Who benefits from this activity and why is it done? There must be an “A,” and it should be pushed down to the most appropriate level.
Too many A’s Is there confusion? “I though you had it!” It also creates confusion because every person with an “A” has a different view of how it is or should be done.
Too few A’s and R’s
The process must slow down while the activity is performed on an “ad hoc” basis. Or the procedure may be outdated and can be streamlined if not needed.
Lots of C’s Do all the functional roles really need to be consulted? Are there justifiable benefits in consulting all the roles?
Lots of I’s Do all the roles need to be routinely informed or only in exceptional circumstances?
Every box filled in They shouldn’t be. If they are, too many people are involved — usually too many “C’s” and “I’s.”
‐ 21 ‐
Step 5: Get Feedback Buy-In
• The RACI chart is shown to representative groups of people covering the roles on the chart
• Their builds are captured and the chart is revised as appropriate
• The RACI may be validated in conjunction with other related initiatives
Presenter
Presentation Notes
Validate our RACI chart with people outside the team. We want to have the benefit of their knowledge and experience to improve our chart, and by letting them participate we gain their buy-in. We can validate the RACI chart at the same time we are validating our other products. Again, this step is true whether it is done during the As-Is or To-Be phase.
‐ 22 ‐
Skills Helpful in Developing RACI Charts
• Exceptional facilitation/team building skills
• Win/win conflict resolution
• Clear understanding of RACI
• Understanding of organization design concepts
• Evaluation and measurement skills
• Work process simplification
‐ 23 ‐
Some Keys to Remember during RACI Development Session
• Have two (2) facilitators in the session when the facilitator is not an “expert” in RACI
• Start out with the “To Be” or “As Is” model• Have a representative from each of the major functions that
participate in the process• Reach consensus on all “A”ccountabilities and most
“R”esponsibilities (this may mean giving them a definition of consensus: “I can live with that …”)
• Establish agreement (at executive level) on the desired culture or direction for the company
• Allow for people to have one-on-one opportunities to discuss accountabilities and responsibilities
• Schedule a follow-up session for one half day to work out some of the details and exceptions that arise
Presenter
Presentation Notes
When developing the As-Is, you’re just documenting what actually happens new, therefore, use these guidelines. Think “out of the box.” The RACI chart will be validated, therefore, the extra time to achieve “perfection” is not the most effective use of time. Think “empowerment.” One accountability avoids confusion. Ask the difficult questions—“Do you really need to know this?” Any To-Be RACI charting must be documented and communicated especially for any changes that will impact people’s positions and work-related tasks.
‐ 24 ‐
The RACI Charting Process Flowchart
• Introduce process to key participants or in a group
• Objectives
• Steps in process
• Next steps
Introduction Meetings
• Collect data
• Define “decision/key activity” and clarify level of detail
• List “decisions/key activities”
• Sign off by key management
Develop Function List
• Orientation Agenda
• Overview of process
• Assign RACI
• Review for rationality
Roles & Resp. Workshops
• Publish final matrix
Develop Charts
• Review key changes
• Review need to live up to codes
• Thank participants for involvement
Communication Rolldown
• Monitor actual behavior to codes
• Fine-tune charts as required
Introduction Meetings
‐ 25 ‐
Facilitator’s Guide To RACI Process Implementation
• Workshop logistics:
- Room arrangements
- Large matrices
- Finalize function list
- Small matrices
- Arrange for typist
• Develop agenda and meeting process
• Pre-workshop meeting with owner - discuss role, kick-off speech
• Conduct workshops
• Determine need for additional workshops
• Input data in PC (if applicable)
• Publish final material
• Publish all backup material (i.e., history of process)
• Determine roll- down process: one-to-one, small groups, or total department
• Select media and print materials
• Implement procedure to assess compliance with charts
• Implement procedure to regularly review need to modify matrices based on experience
• Implement RACI Evaluation at one, three months, etc., as required
• Identify business needs
• Theory, purpose, how RACI Charting works
• Decide how to develop decision/activity lists
• Time commitment required
• Plan who should participate in:
- Decision/ activity list development
- Workshops
• Agree on code definitions
• Owner writes letter to participants
• Establish implementation dates
• Select method to solicit input (one- to-one or group)
• Develop structured interview (if appropriate)
Alternatives
• Brainstorm
• Nominal group
RACI Charting Workshops Develop Matrices Roll-down/
Communication Follow-UpIntroduction Meetings
Develop Decision/Activity
List
Appendix
Sample RACIs — what’s wrong with them?
‐ 27 ‐
What Is Wrong With This Picture?
5. Value Added Task #5
C I A I I I R A A/R C/I
C/I C/I I A I I R R R C
I I A/R A C C R C C I
C/I C I I A/R A/R I I I I
C/I C/I C/I C/I C/I C/I A/R C/I R C/I
1. Value Added Task #1
2. Value Added Task #2
3. Value Added Task #3
4. Value Added Task #4
OtherVP M
anuf
actu
ring
Man
ufac
turin
g Su
pt.
Supe
rvis
or
Mai
nten
ance
Sup
t.VP
Qua
lity
HR M
anag
er
Engi
neer
for U
nit
Ope
rato
r
Mec
hani
c
Sale
s &
Mar
ketin
g M
anag
er
‐ 28 ‐
How About This Picture?
5. Value Added Task #5
A C I R
A C I R C
A C I R C
A C I R C
A C I I C
I: Purch. Supt.
1. Value Added Task #1
2. Value Added Task #2
3. Value Added Task #3
4. Value Added Task #4
OtherVP M
anuf
actu
ring
Man
ufac
turin
g Su
pt.
Supe
rvis
or
Mai
nten
ance
Sup
t.VP
Qua
lity
HR M
anag
er
Engi
neer
for U
nit
Ope
rato
r
Mec
hani
c
Sale
s &
Mar
ketin
g M
anag
er
C
C
C
C
C
C
C
C
C
C I: Engin. Supt.
‐ 29 ‐
And This Picture?
C I
I I C
I I C
I I C
I I C
1. Conducting customer visits
OtherVP M
anuf
actu
ring
Man
ufac
turin
g Su
pt.
Supe
rvis
or
Mai
nten
ance
Sup
t.VP
Qua
lity
HR M
anag
er
Engi
neer
for U
nit
Ope
rato
r
Mec
hani
c
Sale
s &
Mar
ketin
g M
anag
er
R
I
I
I
I
A: QC RepR: Secret’y
R: QC Rep
A: QC RepR: Secret’y
A/R QC Rep
A: QC RepR: Secret’y
2. Scheduling customer visits
3. Arranging logistics for customer visits
4. Picking up customer at the airport
5. Showing the customer the coffee machine
