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How to Use RACI Matrix Effectively

RACI Matrix

Definition: A RACI matrix, also known as Responsibility Assignment Matrix (RAM), describes the participation by various roles in completing tasks or deliverables for a business process. It is especially useful in clarifying roles and responsibilities in cross-functional processes.

RACI Explained in Brief:

Responsible (R)

“The Doer”

Person who completes a particular process step or leads team who do it.

Accountable (A)

“The one who will be ultimately questioned”

The person who will be held accountable at front of top management. He is the one will YES/ NO authority. There should be only one ‘A’ for each function\ task.

Consulted (C)

“In the loop”

The person whose advice is sought before the final decision. It is two-way communication.

Informed (I)

“Keep in the picture”

Person(s) who are notified once a final decision is made or after implementation takes place. It is one way communication.

Verify Correctness of RACI Matrix

Horizontal Analysis
If you find:Then Ask
No R’sWill the job get done? Some roles may be waiting to approve, be consulted, or informed. No one sees it as their role to take the initiative.
Too many R’sThis is decision-making by committee and will slow the process.
No A’sWhy not? There must be an A. Accountability should be pushed down to the most appropriate level.
Lots of C’sDo all the functional roles really need to be consulted? Are there ways to build trust so that fewer people need to be involved?
Lots of I’sDo all the roles need to be routinely informed, or only in exceptional circumstances?
Every box filled inThey should not be. If they are, too many people are involved— usually too many C’s and I’s.
Empty rowThis needs to be revised or remove the task itself
Vertical Analysis
Lots of R’sCan the individual(s) stay on top of so much? Can the decision or activity be broken down into smaller, more manageable functions?
No empty spacesDoes the individual need to be involved in so many activities? Is he or she a gatekeeper, or could management by exception principles be used? Can C’s be demoted to I’s, or left to the individual’s discretion when something needs attention?
No R’s or A’sShould this functional role be eliminated? Have processes changed to a point where resources should be redeployed?
Too many A’sDoes 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? Is this a bottleneck in the process (is everyone waiting for decisions or direction)?

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