RACI stands for Responsible, Accountable, Consulted, and Informed of an activity. It works as an organizational planning tool that is used in different types of activities and projects. This tool is not complicated but can work wonders in an organization once implemented.
This tool can be used in organizations to know more about their employees and how they will be able to get the work done effectively and efficiently.
What Is a RACI Chart?
The R.A.C.I chart is one of the methodologies used in 6 Sigma project management; however, many institutions that do not apply 6 Sigma effectively create job descriptions of employees and determine roles/responsibility/authority areas.
Creating, documenting, and implementing well-designed, efficient processes in all process-oriented applications is very important. However, for a process to work well, people’s roles must be clearly defined at every step in the process. The R.A.C.I chart is an application created for this purpose, in which the responsibilities, roles, and information flow of the people in the processes are defined.
Four Aspects of a RACI Model Explained
- (R) Responsible
- (A) accountable
- (C) Consulted
- (I) Informed
- (R) Responsible
The ‘Responsible’ role is assigned to the person who actually performs the task or activity. The person performing that activity may not be (A) Accountable; however, in some cases, the Responsible (R) and Accountable (A) roles may be assigned to the same person, depending on the nature and importance of the job.
(A) Accountable is a person or role with ultimate authority and responsibility for a particular task. For any task, only one role/person is responsible. This role cannot be delegated to another person or persons.
There may be a person(s) who needs to be informed or consulted to perform a task. Assigning more than one (C) Consulted role for a task risks prolonging the completion of that job.
To ensure a healthy flow of information, the people to whom information should be transferred are defined after the task is completed. Improper determination of this role can lead to miscommunication and delays.
This role is optional. When additional support is needed to perform a task, it is assigned to the department or person who will do the job. In cases where this role is used, the name of the matrix is used as the “RASCI” matrix.
What are the benefits of the RACI?
- RACI is a good communication tool.
- It prevents inefficiency that may occur due to incorrect communication and incorrectly defined roles.
- The duties and responsibilities assigned to each role are clear, and the limits of authority assigned to that role are clear.
- It ensures that the right people are consulted.
- Develops cross-functional perspective between departments.
- It eliminates role confusion.
- It helps eliminate unnecessary tasks.
- Visualizes responsibility and accountability for a specific task.
- It helps to avoid conflict.
- It provides smooth transfer.
How to Create RACI?
A planned stepping is required when constructing the Racı matrix. These steps are as follows:
According to their completion status, all project tasks and activities should be identified and placed on the left side of the matrix.
All individuals and groups involved in the project should be identified, and these should be written in order at the top of the chart.
It should be understood who does what because this is an important part of matrix formation. Here the project manager defines the people to be assigned to each task. In doing so, it allows matching skill sets to tasks.
The matrix must be constantly improved. At this stage, team members should be assigned to their roles, and their responsible, accountable, client and informed positions should be determined for each task.
Share and discuss the RACI Matrix with the team. When creating the matrix, team members should send this action and ask for feedback. It should be constantly changed and improved according to the feedback received.
Questions to Ask Before Finalizing the RACI Matrix
Certain questions need to be answered before certain tasks can be reasonably assigned. Here are the questions to ask:
Is one person given too much responsibility? If so, should it be given to others?
Does each task have an appropriate number of consultations and information?
Is there someone responsible and accountable for each role?
In the case of complex tasks, can decision-making be done by a single responsible person, or should there be more than one person to facilitate decision-making?
After answering these questions in the affirmative, work with the matrix can begin. However, this does not mean that the matrix should remain the same as the project’s outcome. Because the business changes over time, it needs to be constantly re-evaluated and changed as needed.