CMIT 425 Week 2 RACI

Performance

Improvement

Council

RACI Chart Overview

Responsibility charting

The RACI technique has been designed to identify functional

areas, key activities and provides management with decision

points where ambiguities exist.

The approach enables management to actively participate in

the process of systematically describing:

- activities

- decisions to be accomplished

- clarity of responsibilities

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Guidelines

RACI defined:

A – accountable The buck stops here – yes/no authority

R – responsible The doer – working on the activity

C – consult In the loop – involved prior to decision/action

I – Inform Keep in the picture – needs to know of the decision/action

• Place accountability (A) and responsibility (R) at the level closest to the action

• There can only be one accountability (A) per activity

• Authority must accompany accountability

• Minimise the number of consults (C) and informs (I)

• All roles and responsibilities must be documented and communicated

3

RACI chart template

Action/Task Responsible Accountable Consulted Informed

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Action/Task Responsible Accountable Consulted Informed

Verify that the daily database update ran successfully and act as

the main point of contact/ liaison for questions, problems,

suggestions for improvement.

Program

Analyst

Program

Analyst

All

Users/OS

S (only if

not

updated)

Use database to review and act upon daily available items list. Sales Staff Sales Staff Sales

Managers

Research errors/problems reported ,engage OSS for assistance

if needed, and communicate status to sales staff and managers,

as applicable.

Program

Analyst

Program

Analyst

OSS Sales

Managers

Monitor reports for workload and/or performance issues Sales

Managers

Sales Staff

Director

System Admin Functions: Update Assignment Tables and

reassign work in the system if/when needed.

Program

Analyst

Sales

Managers

Sales Staff Director

RACI chart sample - simple

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R: Responsible for the completion of an activity

A: Accountable for the completion of an activity (signs off on the work of the responsible party

C: Contributes to the completion of an activity

I: Informed after a decision or action is taken to facilitate awareness

Key

Process Phase CSC

Director

AOD

Director

CAR

Director

Project

Manager

Contracting

Officer

Business

Manager

Regional

Commr.

In te

rn a

l M

a n

a g

e m

e n

t

a n

d O

v e

rs ig

h t

Annual Planning R, A R, A, C R, C, I C, I C, I R, A, C A, I

Financial

Management A, C C, I C, I I I R, A I

Human Resources R, A R, A, C C R, C, I R, C, I C C, I

Internal

Improvement R, A R, A I C, I C, I R, A

B u

s in

e s s

D e v e

lo p

m e

n t

Offering

Management R, A R, A C, I C, I C, I I C, I

Customer

Management R, A, C R, C R, A, C, I R, C, I R, C, I C, I C, I

O p

p o

rt u

n it y

P ro

c e

s s in

g

Receive Request R, A, C R, A C C

Facilitate Request R, A R, A

Negotiate Fee R, A R, A I I C

O rd

e r

F u

lf il lm

e n

t IAA R, A R, A

Pre-Award C A, C R, C R, A, C C

Contract Award R, A, C R, A

Post-Award C, I C, I R, A, C R, A, C, I A

Close-Out R R, A C

RACI chart sample - complex

Vertical analysis

• Lots of R’s – Can the person actually be effective with all of this

responsibility?

• No empty spaces – Does the individual(s) need to be in so many activities?

Are they the “gatekeeper”? Can C’s be reduced to I’s or left to individuals

discretion when something needs an action?

• No R’s or A’s - Should this functional role be eliminated? Have processes

changed to a point where resources should be re-aligned?

• Too many A’s – Is there a proper segregation of duties? Should other groups

be accountable for some activities to ensure accurate decision making

throughout the process? Is this a bottleneck in the process – are people

waiting for decisions or direction?

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Horizontal analysis

• 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.

• Too many R’s – Is this a sign of “Just get it off my desk ASAP”

• No A’s – There must be an A. Accountability should be delegated down to

the most appropriate level.

• Too many A’s – Is there confusion? “I thought you were handling this” It

also creates confusion between every person with an A has a different view

of how the task should be done.

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Horizontal analysis

• Too few A’s and R’s – The process must slow down while the activity is

performed on an “ad hoc” basis. The procedure may be outdated and can

be streamlined if 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

certain circumstances?

• Every box filled in – They shouldn’t be. If they are then too many people

are involved, usually too many C’s and I’s

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Expanding a RACI to a RASCI Chart

RASCI is an expanded version of RACI in which the Responsible

role from the RACI chart is broken into two separate roles:

R - Responsible

Responsible for ensuring the task is done

S - Support

Assigned to support the “Responsible role” in order to help them

complete the task

10

RASCI chart template

Action/Task Responsible Accountable Support Consulted

Informed

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