Activity 4
RACI

Figure 1.7 RACI

Overview

A RACI chart is a form of a responsibility assignment matrix, commonly referred to as a RAM. RACI is an acronym that derives its name from the four variables – responsible, accountable, consulted and informed – which are applied to participants in the project so that there is a common understanding of roles and responsibilities across the team.

The RACI can be confused (wrongly) with the RAQSCI model, and although both are popular project management tools, each has an entirely different focus (see Stage 2, Activity 8). There are many adaptations of the RACI, such as RACISO (responsible, accountable, consulted, informed, stakeholder, ownership) and PACSI (problem, accountable, consulted, stakeholder, informed). The template format can vary significantly depending upon the complexity and needs of the project.

Elements

The RACI chart is normally in tabular format and depicts each individual associated with the project, together with their RACI status in relation to their assigned roles for a given task. Each variable is explained as follows:

• Responsible – Those who have been assigned responsibility for delivering a task. There is always at least one individual who will be attributed this role, and others can also be delegated tasks in order to support him or her.
• Accountable – Those individuals ultimately answerable for the completion of the task/deliverable. Accountability is sometimes delegated to others, but it is considered best practice to avoid sharing accountability between individuals. The individual who is accountable must approve work that others have been delegated responsibility for.
• Consulted – Those individuals and key stakeholders that must be consulted with as part of the project, for example senior managers not directly involved but who have organisational power and are interested in the overall direction and success of the team, or subject-matter experts who have a vital part to play in terms of product specification. Typically, this is a two-way communication process.
• Informed – Those individuals or stakeholders least involved with the project. They just need to be kept up to date with progression and next steps. Typically, this is a one-way communication process.

It should be noted that a ‘role’ is a descriptor of an associated set of tasks, which may be performed by any number of people, and conversely one person can perform many roles. For example, a category project team may have five people who can undertake the role of category lead, although practically there will only be one, while an individual who is able to perform the role of category lead may also be able to take on other roles within the project, such as communication lead.

So what?

RACI is a way of mapping out ‘who does what’ in relation to a category project. The aim is for every task to be assigned responsible and accountable roles. The chart should then be discussed amongst team members in order to ensure there is a general consensus of approach, which in turn avoids duplication of effort and the potential development of conflict.

RACI’s main strength is in the way in which it can improve communication within a team. If used correctly, not only do all participants understand with whom and how they should be communicating, but it also could also reduce the amount of e-mail traffic (i.e. by providing distinction between those who should be consulted versus those who should be informed only). Thus, overall the team will evolve to be more cooperative, aligned and productive.

Category management application

• Provides a technique for creating alignment within the team
• Avoids duplication of effort and potential conflict in relation to communication
• Clearly identifies accountability and responsibility
• Serves as a governance document within the team

Limitations

The RACI is frequently incorrectly used as a stakeholder management tool and not as a RAM. Such application has flaws, since the RACI does not assess the relationship of the stakeholder to the project. For this to occur, an additional framework would need to be considered, such as Mendelow’s power/interest matrix (see Activity 5).

The RACI chart can also be seen as a complicated process for smaller organisations to take on board, and some authors in the field of procurement criticise it for being ‘overengineered’. In essence, it is a tool designed for managing projects with a high level of complexity or a large number of stakeholders, rather than a category management tool per se. This may be contrary to the views of some consulting firms, who see benefit in additional layers of project management tools for each and every category project, thus removing potential ‘agility’ and pace from category planning.

Finally, it should be noted that RACI charts are not dynamic in nature and, therefore, need constant updating as the wider organisational environment changes over time.

Template

The following template may be used to assess individual accountability and responsibility within a category team:

• Template 4: RACI chart