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RACI Final

The document discusses role confusion and responsibility charting (RACI) as a way to clarify roles and responsibilities. It explains that role confusion can lead to issues like unclear decision making, poor communication, and lack of accountability. RACI involves systematically clarifying relationships and participation expectations for key activities. The roles are assigned designations of Responsible, Accountable, Consulted, or Informed. Developing a RACI chart involves identifying activities, roles, and assigning designations. Benefits include better defined roles and responsibilities, improved communication and accountability, and reduced rework. Challenges can include perceptions of micromanagement and the time required.

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251 views27 pages

RACI Final

The document discusses role confusion and responsibility charting (RACI) as a way to clarify roles and responsibilities. It explains that role confusion can lead to issues like unclear decision making, poor communication, and lack of accountability. RACI involves systematically clarifying relationships and participation expectations for key activities. The roles are assigned designations of Responsible, Accountable, Consulted, or Informed. Developing a RACI chart involves identifying activities, roles, and assigning designations. Benefits include better defined roles and responsibilities, improved communication and accountability, and reduced rework. Challenges can include perceptions of micromanagement and the time required.

Uploaded by

yogeshdhuri22
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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You are on page 1/ 27

RACI

RESPONSIBILITY CHARTING

STORY
EVERYBODY, SOMEBODY & NOBODY

GROUP-4 E-MBA-HR

REASONS FOR ROLE CONFUSION

3 BASIC ASSUMPTION

1. ROLE CONCEPTION: What a person thinks his/her job is and how the
person has been taught to do it.

2.

ROLE EXPECTATION: What others in the organization think the person is


responsible for, and how he/she should carry out those responsibilities.

3.

ROLE BEHAVIOR: What a person actually does in carrying out the job.

GROUP-4 E-MBA-HR

ROLE CONFUSION LEADS TO


Concern over who makes decisions
Blaming of others for not getting the job done
Out of balance workloads
Lack of action because of ineffective communications
Questions over who does what
A we-they attitude
GROUP-4 E-MBA-HR

CONT
A not sure, so take no action attitude
Idle time
Creation of and attention to non-essential work to fill time
A reactive work environment
Poor morale
Multiple stops needed to find an answer to a question
GROUP-4 E-MBA-HR

WHAT IS RACI?
Responsibility Charting is a way of systematically clarifying relationships
pertaining to:

1. Communication or actions required to deliver an acceptable product or


service
2. Functional roles or departmental positions (no personal names).
3. Participation expectations assigned to roles by decisions or actions.
GROUP-4 E-MBA-HR

PURPOSE OF RACI
To Help prevent major causes of conflict & frustration in most organization
and reduce turnover Occurring due to :

a) Poor communication
b) Misunderstandings
c) Lack of clarity and information
To help determine what activities ,functions & tasks need to be done and
who should do them

To identify ,plan, manage and complete jobs


To increase participation of all the stakeholders
GROUP-4 E-MBA-HR

R A C I

ELUCIDATION

RESPONSIBLE..R- The Doer


The doer is the individual(s) who actually complete the task.

The doer Is

responsible for action/implementation.

Responsibility can be shared.


The degree of responsibility is determined by the individual with the A.
ACCOUNTABLE..A -The Buck Stops Here
The accountable person is the individual who is ultimately answerable for
the activity or decision.

This includes yes or no authority and veto power.


Only one A can be assigned to an action.
GROUP-4 E-MBA-HR

CONT
CONSULTC- In the Loop
The consult role is individual(s) (typically subject matter experts) to be consulted
prior to a final decision or action.

This is a predetermined need for two-way communication.


Input from the designated position is required.
INFORM..I -Keep in the Picture

This is individual (s) who needs to be informed after a decision or action is taken.
They may be required to take action as a result of the outcome.
It is a one-way communication.
9

GROUP-4 E-MBA-HR

RACI IS HELPFUL WHEN U EXPERIENCE ..


Unclear accountability between individuals and departments
Work not being accomplished
Incomplete work
Inadequate communication and coordination
Unclear decision making process
Finger pointing when someone fails
Tasks being performed and decisions being made at the wrong levels
GROUP-4 E-MBA-HR

10

THE CHART
ROLES

ACTIVITY

GROUP-4 E-MBA-HR

11

5 STEP PROCESS
1.Identify work process

Start with high impact areas first


Dont chart process that will soon change
Work process must be well defined
Fewer than ten activities implies the definition is too narrow
Greater then 25 activities implies definition is too broad

2.Determine the decisions and activities to chart


Avoid obvious, generic or ambiguous activities, such as: - Attend meetings - Prepare reports
Each activity or decision should begin with a good action verb
12
GROUP-4 E-MBA-HR

CONT..
3.Prepare a list of roles or people involved in those tasks

Roles can be individuals, groups or entire departments

Can include people outside your department our outside the company

Customers, suppliers, etc.

Roles are better than individual names

4. Develop the RACI chart

As a general rule, first assign Rs then determine who has the A, then complete Cs and Is

The ideal group size is four to ten people

For larger groups or more complex issues, an independent facilitator is required


GROUP-4 E-MBA-HR

13

14

GROUP-4 E-MBA-HR

15
GROUP-4 E-MBA-HR

CONT..
5.Get feedback and buy-in

Distribute the RACI chart to everyone represented on the chart but not present in
the development meeting

Capture their changes and revise chart as appropriate


Reissue revised RACI chart
Update as necessary on a on-going basis

GROUP-4 E-MBA-HR

16

DEVELOPING THE ACTION LIST


One-on-one interview
-analytical questioning process and ranges from broad questions such as what are the
departments objectives?
-or, what must the team accomplish?
-to very specific questions involving inputs and outputs of work, to and from the participant.

Group brainstorm or idea generation technique


-with representatives from the process participant departments.

- A facilitator would record the actions which then could be fine-tuned in subsequent group
meetings.
GROUP-4 E-MBA-HR

17

ANALYSIS OF THE CHART

VERTICAL

Finding

Possible Interpretation

1. Lots of Rs

1. Can this individual stay on top of so much?


2. Does the individual need to be involved in so many
activities?
3. Can some of the accountability be pushed down in
the organization?
4. Is this a line position? Could it be expanded or
eliminated?
5. Does the pattern fit the personality and style of the
role occupant? Does it go against the personality
18
type of the role occupant? (i.e., either too much or
too little involvement, etc.)

2. No empty spaces
3. Too many As

4. No Rs or As
5.GROUP-4
Overall
E-MBA-HRpattern

ANALYSIS OF THE CHART

HORIZONTAL
Finding
1. Lots of Rs
2.

Lots of Cs

3.

Lots of Is

4.

No Rs

5.

No As

6.

No Cs/Is

GROUP-4 E-MBA-HR

Possible Interpretation
1. Will the task get done? Can activity or decision be broken into more
specific tasks?
2. Do all these individuals really need to be consulted? Do the benefits of
added input justify the time lost in consulting all these individuals?
3. Do all these individuals really need to be routinely informed, or could they
be informed only in exceptional circumstances?
4. Job may not get done; everyone is waiting to approve, be consulted, or
informed; no one sees their role as taking the initiative to get the job done.
5. No performance accountability; therefore, no personal consequence when
the job doesnt get done. Rule #1 in RACI charting: There must be one, but
only one, A for each action or decision listed on the chart.
6. Is this because individuals/departments dont talk? Does a lack of 19
communication between individuals/departments result in parallel or
uninformed actions?

MANAGING STAKEHOLDERS USING


THE RACI MODEL
THE FOLLOWING GUIDE TO USING THE RACI MODEL WAS PREPARED BY A PROJECT MANAGER WITH MANY YEARS EXPERIENCE DELIVERING
IN FINANCE AND BANKING, BIOMEDICAL AND TRANSPORT INDUSTRIES.

THE HYPOTHETICAL PROJECT IS THE DESIGN AND MANUFACTURE OF A NEW HYBRID CAR WHICH MUST HAVE REGULATORY APPROVAL
FROM THE GOVERNMENT.

GROUP-4 E-MBA-HR

21

REGION EMPLOYEE EXPENSE


STATEMENT PROCESSING (EXAMPLE)
Participant Role
Activities

Employee

1.

Document expenses

AR

2.

Complete expense
account form

AR

3.

Forward to supervisor

4.

Review

AR

5.

Approve

AR

6.

Forward to region
accounting

7.

Classify expenses

8.

Audit

9.

Determine payment
type

GROUP-4 E-MBA-HR

Secretary

R
C

Supervisor

Region
General
Accounting Accounting

A
AR

AR
C

AR
22

RACI BENEFITS
Roles and Responsibilities Charting can result in:

Clearly defined roles and responsibilities for all individuals and functions
Improved cooperation and teamwork across functional or departmental
boundaries
Better communications
Increased productivity through well-defined accountabilities

Better trained people (the population participates in workshops and meetings


where roles and responsibilities are discussed and designed)

Better planning processes through better communication

GROUP-4 E-MBA-HR

23

CONT
Reduced rework (since all roles and functions are discussed and clarified)
Identified opportunities for a streamlined organizational structure
through elimination of unneeded layers and by placing responsibility and
accountability where it belongs

Increased understanding of the many complex processes in an


organization

A commitment to change
Continuous improvement

GROUP-4 E-MBA-HR

24

CHALLENGES FOR IMPLEMENTING RACI


Confronting exercise creating a feel of micromanaged and monitored
Appears tedious and time consuming as people are busy with their routine
tasks

GROUP-4 E-MBA-HR

25

CHALLENGES FOR IMPLEMENTING RACI


Confronting exercise creating a feel of micromanaged and monitored
Appears tedious and time consuming as people are busy with their routine
tasks

GROUP-4 E-MBA-HR

26

Thank you
GROUP-4 E-MBA-HR

27

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