A method to identify “key” activities and decisions which assigns the roles involved

1. Defining clear Roles &
Responsibilities
The RACI Methodology

2. How often do you hear this?
• “I don't know what to do here."
• "I don't know whom to go to for authorisation."
• "I find out after it's too late that I should have informed someone."
• "I could help but no one asked me."
• "I have the responsibility but not the power to get the job done."
• "No one is prepared to make a decision."
• "Things are going unnoticed and are therefore being neglected "
• "I am doing work that is part of someone else's job"

3. RACI – A great organisational design tool
• A method to identify “key” activities and decisions
which assigns the roles involved
– Identify all activities and decisions that must be done or
made to run the day-to-day business effectively
– Identify for the activity or decision:
• Who is Accountable
• Who is Responsible
• Who must be Consulted
• Who must be Informed
– Document on matrix for reference
R
A
C
I

4. A RACI is helpful to clarify Roles & Responsibilities
(R)esponsible:
The person who has to do it
(A)ccountable:
The person who has to make sure
it is done
(C)onsulted:
Must always be consulted
before it is done - a two way process
Final decision
maker
The buck
stops here
(I)nformed
Must always be informed
after it is done - a one way process
One way
process
Two way
process

5. RACI Definitions
• Accountable:
• The person who is ultimately accountable for an activity / decision
• Only one "A" can be assigned to an activity or decision
• Can also be “Responsible” for the activity or decision
• Responsible:
• People who perform an activity / decision; the “Doers”
• “R’s” can be shared
• Consulted:
• People who must be consulted before an activity or decision is
performed
• Informed:
• People who must be informed after a decision or action; this can be via
email, phone call, visual management, etc.

6. What are the benefits of using RACI charts
• Clarify the connection between the “A” and the “R”
• Ensure accountability is positioned at the right level
• Push responsibilities and accountabilities down to the lowest level
• Clarify the single “A” concept
• Understand the interfaces between business process areas
• Identify gaps in accountabilities and responsibilities
• Provide employees the authority to get the job done
• Increase productivity through well defined responsibilities and
accountability
• Eliminate overlaps, redundancies and misunderstandings
• Eliminate unnecessary interfaces and place accountability where it
belongs

7. The 5 step RACI process
• Step 1: Define the activities / decisions
• Step 2: Make a list of role players
• Step 3: Design the RACI charts
• Step 4: Analyse and validate the RACI charts
• Step 5: Get feedback and buy-in

8. Guidelines for developing a RACI chart
• Remember the new way of thinking when defining roles and
responsibilities:
 Eliminate “checkers checking checkers”
 Encourage teamwork
• Authority must accompany accountability
• Place accountability (A) and responsibility (R) at the lowest possible
level
• Minimize the number of consults (C) and informs (I)
• All roles and responsibilities must be documented and communicated