RACI

RACI Roles & Responsibilities

The RACI - a summary
There can be more than 1 R There can only be 1 A

Responsible

Accountable

The person who performs the activity. They are The person who performs the activity. They are responsible for action -- (The Doer) responsible for action (The Doer)

The person who has the power of veto and who carries the The person who has the power of veto and who carries the can if all goes wrong. can if all goes wrong.

Consulted

Informed

Must always be consulted BEFORE aa decision or action Must always be consulted BEFORE decision or action is taken. is taken.

Must always be informed AFTER aa decision or action has Must always be informed AFTER decision or action has been taken. been taken.

We use RACI for

Project management: To assign responsibilities and ensure task get done As Is analysis: To diagnose problems in the organisation To Be design: To create a new organisation structure that meets the needs of the To Be design

RACI chart analysis

Horizontal (by task)
If you find
Lots of Rs Too many involved?

Vertical (by role)

If you find Then ask

Then ask

Lots of Rs

Too much work?

No Rs or As

Why do it? Is the job getting done? No empty space Too much work? Too much consultation?

More than one A

Confusion, indecision? No Rs or As Can the function be eliminated

Lots of Cs

Does everyone consulted add value? Too many As Is accountability at the right level? Is the organisation too hierarchical?

Lots of Is

Do they all need to know?

RACI: What, When & How

What, when & how
What is it:
Its a way of understanding and identifying who does what in How an organisation Promotes commitment to roles and responsibilities R - Responsible (the doer shared role) A - Accountable (the buck stops here) C - Consulted (who to talk to 2 way) I - Informed (who to inform of decisions)

it helps: Building a RACI will flush out the communications links

Good management tool to ensure that resources are matched to activities - identifies where the team is overloaded and who has spare capacity Conflict resolution and decision clarity Ensures ownership of tasks and therefore completion

When to use:

When there are undefined/unclear accountabilities for individuals or departments Where work is not being accomplished Where there is inadequate communication In creating a new team or organisation structure Where decisions are made at the wrong levels

Top tips:

Review and update on a regular basis Use to review and close out work Avoid going into too much detail Conduct sanity check to ensure balanced RACI: One A for each task and no more. Too many / too few Rs resource efficiency or too much work? Too many Cs too much red tape?

Joint Team RACI Example

ESG Progr Progr Know Proje amm amm ledge ct e e Capt Supp Deliv Repo ure ort ery rting Stake Onbo Team Minist Joint Week Mast Team Focu Diagn Benef Finan Mast Orga holde ardin Meeti er of Team ly er Traini s ostic its cial er nise r g ngs Fun Meeti ABC Next ng Interv Desig Case Quan Infor Work Mana ngs Ds Steps iews n Devel tificati matio shop geme List opme on n List s nt nt Proce Capa ss bility Mapp Asse ing ssme nts Orga Facilit nisati ies on BAU Desig n

ECH Team Member 01 ECH Team Member 02 ESG ECH Team Member 03 ECH Team Member 04 Joint Team Member 01 Joint Team Member 02 Joint Team Member 03 Joint Team Member 04 Joint Team Member 05 Joint Team Member 06 Joint Team Member 07 Joint Team Member 08 Joint Team Member 09 Joint Team Member 10 Joint Team Member 11

A R C R R

C A C I R

C C R

I C I

I C I I C C

C I

I R

R R A

I I C C C R R R R R I R R C R R R R R I A/R R R R R R/C R R A/R R R A/R R A/R R R R R R C A/R R R R A/R R A/R

R R R C R A/R R R R R R A/R R R R R R A R R R R A/R R R I/C A R R R R C C R R A/R A/R R C C R C R R A/R R R A R R R R R R A/R C A/R R C R A/R A/R C C C C