DTU ProjectLab - User contributions [en-gb]

Talk:Responsibility Assignment Matrix (RACI Matrix)

2015-09-29T13:17:04Z

Charles Henri Gayot:

Kristine:
Very interesting subject. You seem to have a very specific tool and a good idea of how you want to structure your article. Looking forward to reading the finished version of your article.

Charles: Comments for the reviewers: the spreadsheet example can't be uploaded and the internal links of the Wiki have not been set up yet.

Gaetangarnotel - Reviewer n°1 

Hi Charles, 
Here are my main advice for your article. Of course, it is just my point of view to try to give you some ways of improvement: 
* In the overview, you have small details to fix: first, the bold text is a bit weird since it happens only once in the article. Second, you ask rhetorical questions (Why?) which seems a bit too oral to fit in a Wiki article. Maybe you should go back to a more written language, at least in this part.
* "Use and examples": As before, get rid of the oral forms of expression like in "Here is (finally) the explanation of the RACI acronym".
* Thanks for putting my name in your table :) I like the idea of learning through an example instead of having a heavy theoretical part. Maybe you good actually elaborate a bit more on it, by giving a real-life example (Construction project, project at Thales that you led etc..). I think that the example of the simulation game at the end is not sufficient to make the reader understand. Moreover, I've actually been a bit surprised that we begin with an example. You maybe should prepare a bit more the reader saying that instead of getting into theory straightly, we'll learn through an example. Doing so, you avoid the surprise that some people could have.
* For the part, "Using the template", you should introduce what this part is going to be about. It may be an overall comment: you should lead the reader a bit more so we understand your way of thinking.
* I really like the fact that you tried to put this method into perspective by giving alternatives. If you could add some tips for the reader to choose the right method in a clever way, it would be perfect.
* I would see more limitations. With all the alternatives you pointed out, I think that more limitations has forced the different companies to create their own model.
* In the conclusion, you may need a bit more. Summarize all you have said and what the reader should have learnt thanks to your article. 
As a conclusion, your article is quite good even though some ways of improvement exist. Hope my advice will help you improve it.

'''Ch.filis, Reviewer 3:'''
Hello Charles,
I find the method that you described in your article really interesting. However, I have some comments on some parts of the article:

'''Formal Aspects:'''
*I think there are parts in your article that need a bit more attention as far as the grammar and syntax are concerned. Moreover I think that the language that you used is a little bit informal for a wiki article.
*The structure of your article is in a way that is easy to read and follow as your parts have a good connection and flow
*More figures or tables could have been used in order to enhance the “visual result” of your article. Moreover it is a way to gather many information and present them to the reader in a more pleasant way

'''Content Aspects:'''
*The “how to use the method” is really analytical and describes the steps in an extensive and understandable way
*The example with the game simulation is kind of helpful, but it should describe in more detail the specific parts of the game where the method contributed to the project
*You should focus a lot more on where is this method applicable and its impacts on the project management. It is a very important part for the reader to understand exactly the purpose of this method
*I also feel that you should have mentionned more limitations and in a more descriptive way

'''Charles | s141074 | Initial contributor'''

Thank you so much both of you for your feedback!
Many improvements have been made according to your concerns, they should have all been addressed, I hope you will like it better

Responsibility Assignment Matrix (RACI Matrix)

2015-09-29T01:00:41Z

Charles Henri Gayot: /* Using the game simulation as an example */

A '''Responsibility Assignment Matrix''' (RAM), also known as '''RACI matrix''' or ARCI matrix or linear responsibility chart (LRC), is a project management tool mainly used to define the roles and the responsibilities in a very simple and straightforward way for each task of a project. It is used to have an overview of the projects (or processes) which require cross-collaboration with multiple departments. The output is a matrix presenting the different tasks on the first column, every participant in the project on the first line then for each task, each participant is given a status. It is fast and easy to use, and is perfectly suitable for group work at university<ref> Bachelet, Remi. [http://gestiondeprojet.pm/planification-projet/ " Conception et planification de projet : outils avancés"], ''[[Ecole Centrale de Lille]]'', 19 September 2015. Retrieved on 22 September 2015.</ref>. An RAM template and example will be provided to gain a deep understanding and will describe the project management simulation the class participated in.

==Existing problems in PM==

In projects, members do not necessarily knows the tasks and responsibilities of one another, either due to a poor management, to an unusual project, to when teams are allowed to self-organize, etc.

The problem at hand is that people either do not work together, share knowledge or have responsibilities to deliver a task. It is indeed frequent to assume that somebody else is taking care of a particular task or work, which is not the case in reality.

In addition, pointing fingers and blaming afterwards for a task that is not properly done is unfortunately common.

The more complex, time-sensitive or mission-critical is a project, the more worthy it is to take the time to think through the roles that the team members must play in every task that the team undertakes. It is worthy too when team members have not collaborated before, either in an academic context or in the case of a cross-functional collaboration.

If not everything is clear for everyone, there will most likely be gaps, duplication and confusion. As a result, working in the team will become frustrating and inefficient<ref> Gyani, Swapnil. [http://www.pmhut.com/the-raci-arci-matrix-for-structuring-roles-in-project-management-introduction " Benefits of Using the RACI-ARCI Matrix in Project Management "], ''[[PM Hut]]'', 17 October 2008. Retrieved on 15 September 2015.</ref>.
In brief, the main problems the RACI matrix aims to solve are poor performance of a team due to unclear responsibilities and accountabilities and poor teammate communication.

==Use and Examples==
The most commonly used responsibility assignment matrix is the RACI matrix. RACI stands for the four keys:

;''Responsible''
:That has to do the task (Compulsory)

;''Accountable''
: That is ultimately answerable for the work, that has authority for delegating the "Responsibles" (Compulsory, only one)

;''Consulted''
:That can be consulted if necessary (typically experts), with who a "two-way" communication is needed.

;''Informed''
:That need to be keep up-to-date on progress, with who a "one-way" communication is needed.

===Using a RAM===
Below is an example of a RAM.

[[File:RACI 1.png]]

On the first column, all the tasks are listed, according to the former division according to the [[Work_Breakdown_Structure_(WBS)| Work Breakdown Structure]] or a similar method. Thus, a RACI matrix can be used locally on a small branch of the WBS, which is useful for local communication and assignments, or globally which enable to check the integrity of the roles all over the project.
On the first row, there are the names or the job positions (depending on the style of management) of everybody involved in accomplishing the stated tasks.
In the table, we find the initial for the level of involvement and accountability of every one, for every task to be done. For example, for the task “manage activities”:
:*Louis is Accountable, ultimately responsible for the achievement of the task.
:*Edvinas is Responsible, helping Louis to achieve the task.
:*Gaëtan is Consultant, because he is accountable on a task directly linked to Activities, so a permanent consultation, a two-way communication is needed.
:*Charles and Elektra are Informed about the status of the task

====Downloading the template====
To create your own RACI matrix/RAM, just download this template, which provide a few improvements compared a basic matrix done by hand. You can download this Excel spreadsheet here: [https://onedrive.live.com/redir?resid=D6418BFDCFE5F72B!17366&authkey=!ADL4903But2u4kY&ithint=file%2cxlsx RACI Matrix Template]
====Using the template====

;Step 1
Once downloaded and opened, the first sheet is called “Start Here”. A table like this should appear:

[[File:RACI 2.png]]

From there, fill out the “Name or Job Function” column with everyone involved in the project. Once done, choose the “Levels of Responsibilities”. By default, it is R,A,C,I but it is meant to be flexible to fit the management style of the company, see [[#Alternatives and Variations| Alternatives]]. You can also type a quick description of what each letter stands for, so that anyone can understand right away what every letter and role means. This is important, as the matrix is a tool intended for everyone in the team, not only managers.

;Step 2
:Go to the “RAM | RACI matrix “sheet and develop a complete list of task and deliverables for the project. It should be the same breakdown than the one in the WBS (if any). Enter them in the first column.

;Step 3
:Discuss with all team members how they will contribute to each project deliverables.
:For each of their assignments, discuss the level of their responsibility and authority, as well as the specific work they will perform. Also, discuss with them the dependency and required interactions with others to achieve their activities. If doing so reveal some people that are connected to the project, add them now. If it reveal some dependency toward a unidentified service, ask people with similar experiences<ref> Portny, Stanley E. [http://www.dummies.com/how-to/content/how-to-develop-a-responsibility-assignment-matrix.html " How to Develop a Responsibility Assignment Matrix"], ''[[Dummies]]'' Retrieved on 15 September 2015.</ref>.

;Step 4
:Prepare an initial draft of the RAM.
:On your RAM, fill the cells formed by the intersection of each row and column, enter the roles for each person (based on the earlier discussions your team). The template offers a drop-down menu to select roles to make it easier.

;Step 5
:Have the people whom you consulted in Step 3 review and approve the draft chart.
:If people agree with the chart, It is recommanded to make them sign as a final approval. If they express concerns about some aspects, ask them to note their concerns.

;Step 5 bis
:In case of some team members not approving the draft chart, revise the matrix to address their concerns.
:For any changes to the RAM, get the approval of all your team members, particularly if they already approved a prior version.

;Step 6
:Go back to Step 5 and continue the process until everyone you consulted in Step 3 approves the chart.
:When approved by everyone, the responsibility assignment matrix is finished and will be shared with all participants. It is useful to pin it on the shared project board.

;Step 7
:If changes occur during the project, update the matrix and go back to Step 5.

;A few checks before validation

*At least one person must be assigned for “R” and “A” roles. If the task is simple though, there is no need of an “A” role.
*Only one person can be assigned as “A”. Responsibilities can be shared but accountabilities have to be unique. This is all the more relevant when this organization chart is flat, which is quite often in Denmark, because the direct supervisor might not be aware of the task.
*If there are many people in the “C” category, figure out if all of them need to be in the loop. Consider moving some of them to the “I” category. Also keep the “I” category to a minimum to reduce e-mail (or Slack) spamming.

===Complex projects and Hierarchy of RAM===

For complex projects, the RAM will be quite large because of the number of people involved. As a result, the identification of new and former participants and the constant update of the matrix will take a lot of time. However, a wrong RAM will result in overlooked activities and duplicated efforts.

To solve this issue, many companies use a hierarchy of charts when the same RAM contain more than 50 activities. This hierarchy starts with a high-level matrix that identifies the roles for higher-level components in the Work Breakdown Structure (for example, project phases or major deliverables). The sub-levels develop separate charts for lower-level deliverables and work packages.

===Using the game simulation as an example===
In the provided template, the example taken is the one from the simulation game run in class at the beginning of the semester. For those who have not done it, here is the game in brief. It was a project management simulation on a turn-per-turn model for the construction of new offices. Each team had to build their offices by ordering procurement, hiring, laying off, allocating and deallocating workers, taking and refunding a loan while being affected by external events. The final score is then calculated according to the profit made, the initial bid and the rapidity of the project execution. Every turn had a limited time therefore, being organized was compulsory.

To optimize the process of each turn (it is interesting to notice how a turn look like an increment in an [[Scrum| agile system]] in many aspects), the group distributed the tasks during a preparation meeting during which everyone agreed on the tasks to be done and how to split them. That is the moment where we filled out the RACI matrix.

In preparation for the beginning of the simulation game, the team members had to review what they had to do and master before the game starts. The RACI matrix gave that information right away, it was represented by the “R” and “A”

During the game, it was used to see who to consult when to take decisions that would affect multiple parties. That created a smooth controlling framework that enabled fast decision-making, which was the core of the game. For instance:

:*”Entering the consultancy cost if needed” is a very simple task. It does not include three members of the group. However, Elektra is accountable for it (and automatically responsible for doing it) and Charles is kept informed because he needs to know the available money to be able to act for the “Defining when a loan is repaid” task. Nevertheless, he is not Consulted, because he cannot bring any information to Elektra about this topic.

:*”Defining loan value” is another interesting task. Charles is ultimately responsible for guaranteeing there is the right amount of money in the bank account. However, the partial amounts calculations are made by Louis, Gaetan and Edvinas, who are responsible for providing the right figures. The final decision is then up to Charles who will conclude this action.

At the end of the game, it could have been used to review the performances of each team member.

==Alternatives and Variations ==

A responsibility assignment matrix is a tool designed to fit every project, so multiple alternatives exist to answer the need of the project manager to either fit the company management culture around projects or simply to grasp the complexity or the specificities of a project.

When nothing is specified for a role, it is equivalent to the initial RACI meaning. Here are a few relevant alternatives <ref> [https://en.wikipedia.org/wiki/Responsibility_assignment_matrix " Responsibility assignment matrix "], ''[[Wikipedia.org]]''. Retrieved on 10 September 2015.</ref>.
=== PACSI ===
: This is a version designed for organizations where multiple stakeholders have a right to review and veto the progress of the activities, due to the collaborative nature of the culture.

:; ''Perform''
:
:: The equivalent of Responsible

:; ''Accountable''

:; ''Control''
:
:: Person reviewing the result of the activity (other than the Accountable). He or she has a right of veto; his or her advice is binding.

:; ''Suggest''
:
:: Person consulted to give advice based upon recognized expertise. The advice is non-binding.

:; ''Informed''

This alternative splits the Consulted as Control and Suggest to separate the impact of each participant, binding or non-binding.
=== RASCI ===
:Sometimes known as ''RASIC'<ref> Hightower, Rose (2008). '' Internal controls policies and procedures '', p. 83. John Wiley & Sons. ISBN 0-470-28717-9.</ref>', it adds a level of hierarchy within the Responsible, by splitting them into :

:; ''Responsible''
:
::Person responsible for the task as it was envisioned by the Accountable.

:; ''Support''
:: Person allocated to the Responsible. Contrary to Consulted, who only provide input, ''support'' help the accomplishment of the task.

Its use is relevant for complex projects where creating a hierarchy of chart is necessary or for very hierarchic companies. However, its use deviate from the original goal of the matrix, which aimed to erase barriers between hierarchy levels to improve communication. In this alternative, the mix of hierarchy and consultancy can create unproductive situations.

=== RASI ===
:This is alternative version <ref> Mikes, Joe . [http://www.lce.com/Training_Speeds_Continuous_Improvement_448-item.html" Continuous Improvement Training "], ''[[LCE Training]]'', 2011.</ref> is more result-oriented and replaces the Consulted with:

:; ''Support''
:: Person which plays a supporting role in the realisation of the task.

It is a mix between the previous alternative and the original RACI. It is useful in big organizations that require another level of hierarchy in the matrix, but this matrix is detrimental to the communication as the Consulted role is gone.

===RACIQ ===
:This is an expanded version of the standard RACI, with an additional participation type:

:; ''Quality Review''
::Person who checks whether the product meets the quality requirements.

This matrix can be relevant for processes and production, but can be very useful in lean companies that have switched to short iteration development cycle, in particular for software-based companies where code quality can be reviewed.

===RACI-VS ===
:This is an expanded version, adding two roles:

:; ''Verifier''
::Person who checks whether the product meets the acceptance criteria of the product description.

:; ''Signatory''
:
::Person who ultimately approves the ''verify'' decision and authorize the group of task completion.

This matrix is relevant in case of bureaucratic organisations or industries with high requirement degrees (defence, medicine…), where the traceability of every development and the compliance with regulation are fundamental.

=== DACI ===
: This variation is made to clarify decision making.<ref>Kendrick, Tom (2006). “Results without authority: controlling a project when the team doesn't report to you.” AMACOM Books, division of the American Management Association. p.108 ISBN 0-8144-7343-1.</ref>

:; ''Driver''
::Person conducting the task, able to re-open closed discussions and have the ability to find resources.

:; ''Approver''
:: Equivalent of Accountable

:; ''Contributors''
:: Equivalent of Responsible, can work on a task but cannot re-open a discussion.

:; ''Informed''

This matrix is relevant in a context where power is split among many stakeholders in order to avoid conflicts to rise.
=== RAPID ===
:Another variation, made by Bain & Company.is '''RAPID®'''.

:; ''Recommend''
:: Person helping with the decision-making around the task.

:; ''Agree''
:: Person, that has to validate the task at the end, useful for situations where some form of regulatory sign-off is required (cf. RACI-VS). Have to be consulted during the task completion.

:; ''Perform''
:: Equivalent of Responsible.

:; ''Input''
:: Person that can help by giving inputs.

:; ''Decide''
:: Equivalent of Accountable.

This alternative is quite different from the others as it is designed for higher-level tasks or group of several tasks. However, it lists quite well all the available resources and how they can be used.
=== RATSI ===
:Another tool used in organisation design or roles analysis.

:; ''Responsibility''
:: Equivalent of Accountable

:; ''Authority''
:: Equivalent of Signatory, ultimate control the task.

:; ''Task''
:: Equivalent of Responsible

:; ''Support''
:: Person who can help with the task.

:; ''Informed''

This matrix is used to reflect the hierarchy but is detrimental of communication.

=== ARCI (decision-based) ===

:This alternative is made to put into writing who has the decision power.

:; ''Approves''
:: Person authorized to ''approve'' an answer to the decision.

:; ''Recommends''
:: Person responsible for ''recommending'' an answer to the decision.

:; ''Consulted''

:; ''Informed''
Such a matrix is useful for high-level program management where responsibilities and roles are often unclear when the organisation organigram is flat.

==Limitations==

The alternatives presented a different set of use for the RAM. It is true that a RACI matrix is a hybrid tool that presents elements of communication mixed with elements of hierarchy and responsibilities. Therefore, it is sometimes seen as a catchall tool. The variations are mainly about putting the emphasis on one or the other, either giving a focus on clearer communication or giving a focus on hierarchy definition and resource allocation. That is why a RACI matrix cannot replace basic organisation tools as an organigram and has to be used as a complement, easily understandable and quick to use, by team members.

Another concern is about updating the matrix. Not keeping up-to-date such a matrix can have disastrous consequences upon the projects if workers rely on it to determine their work plans.

Finally, the few level of detail provided by the matrix can be a problem in complex projects in which a lot of person can be consulted or in organisation with both functional and project managers whose authority in the project depend on this matrix and can have conflicting roles when referred to the matrix.
==Conclusion==
In a nutshell, a few reasons of using a RAM are<ref> Viswanathan, Balaji. [http://project-management.com/understanding-responsibility-assignment-matrix-raci-matrix/" Understanding Responsibility Assignment Matrix (RACI Matrix) "], ''[[project-management.com]]'', 8 April 2015. Retrieved on 15 September 2015.</ref>:

:*It lets the organisation know if some people are assigned with too many or too few responsibilities.
:*It keeps everybody on the same page on who is accountable for a particular task.
:*Keeps all the necessary people in the loop and reduces miscommunications.
:*It helps you optimizing communication system to keep those in the “I” category informed (through email or IM), while involving only those in the “C” categories for meetings and interactive communication

When working in team of pairs, like in academic group work, this tool is useful to put everyone in front of their responsibility without the need of a team leader.

In conclusion, RACI matrix is a great project management tool that aims to improve efficiency within the team and helps getting the tasks done faster through pertinent responsibilities, clear process of task resolution, intelligent communication and relevant interactions.
==References==
<references/>
==External Links==
* [https://www.youtube.com/watch?v=5KQvOB68Am0&list=UU-sJpy_O7zCN5zOrzWy4llQ An intuitive presentation video of RACI matrix.]

==References explainations==
↑ Bachelet, Remi. " Conception et planification de projet : outils avancés", Ecole Centrale de Lille, 19 September 2015. Retrieved on 22 September 2015.
A online course made by my former engineering School which present the basics tool of project management. We then used this tool on our 2-year-long project. It made me discover the RACI matrix two years ago.
↑ Gyani, Swapnil. " Benefits of Using the RACI-ARCI Matrix in Project Management ", PM Hut, 17 October 2008. Retrieved on 15 September 2015.
A website dedicated to project management where the author wrote very concise articles about the RAM. A good starting point for my research because the website provide a relevant overview of the important points when creating a RACI matrix.
↑ Portny, Stanley E. " How to Develop a Responsibility Assignment Matrix", Dummies Retrieved on 15 September 2015.
A very good point-by-point method to set-up a RACI matrix.
↑ " Responsibility assignment matrix ", Wikipedia.org. Retrieved on 10 September 2015.
This article provided a relevant set of alternatives to pick from in order to present the best RAM alternatives to the RACI matrix.
↑ Hightower, Rose (2008). Internal controls policies and procedures , p. 83. John Wiley & Sons. ISBN 0-470-28717-9.
A 288 page book about how to set up relevant control policies in a company. Even though this book is completed oriented towards procedures, it presents the RASCI matrix and provide an example based on the overall company (instead of one project), which shows the flexibility of the RACI matrix.
↑ Mikes, Joe . " Continuous Improvement Training ", LCE Training, 2011.
The website explaining thoughtfully the RASI matrix using a production system.
↑ Kendrick, Tom (2006). “ Results without authority: controlling a project when the team doesn't report to you.” AMACOM Books, division of the American Management Association. ISBN 0-8144-7343-1.
A very interesting management book all about managing people when you do not have a formal authority on them (which is relevant in the case of academic group work, and make the book a must-read for students). The matrix has been adapted to this context.
↑ Viswanathan, Balaji. " Understanding Responsibility Assignment Matrix (RACI Matrix) ", project-management.com, 8 April 2015. Retrieved on 15 September 2015.
A website providing a few basic information on the RACI matrix.

Responsibility Assignment Matrix (RACI Matrix)

2015-09-29T00:58:26Z

Charles Henri Gayot:

A '''Responsibility Assignment Matrix''' (RAM), also known as '''RACI matrix''' or ARCI matrix or linear responsibility chart (LRC), is a project management tool mainly used to define the roles and the responsibilities in a very simple and straightforward way for each task of a project. It is used to have an overview of the projects (or processes) which require cross-collaboration with multiple departments. The output is a matrix presenting the different tasks on the first column, every participant in the project on the first line then for each task, each participant is given a status. It is fast and easy to use, and is perfectly suitable for group work at university<ref> Bachelet, Remi. [http://gestiondeprojet.pm/planification-projet/ " Conception et planification de projet : outils avancés"], ''[[Ecole Centrale de Lille]]'', 19 September 2015. Retrieved on 22 September 2015.</ref>. An RAM template and example will be provided to gain a deep understanding and will describe the project management simulation the class participated in.

==Existing problems in PM==

In projects, members do not necessarily knows the tasks and responsibilities of one another, either due to a poor management, to an unusual project, to when teams are allowed to self-organize, etc.

The problem at hand is that people either do not work together, share knowledge or have responsibilities to deliver a task. It is indeed frequent to assume that somebody else is taking care of a particular task or work, which is not the case in reality.

In addition, pointing fingers and blaming afterwards for a task that is not properly done is unfortunately common.

The more complex, time-sensitive or mission-critical is a project, the more worthy it is to take the time to think through the roles that the team members must play in every task that the team undertakes. It is worthy too when team members have not collaborated before, either in an academic context or in the case of a cross-functional collaboration.

If not everything is clear for everyone, there will most likely be gaps, duplication and confusion. As a result, working in the team will become frustrating and inefficient<ref> Gyani, Swapnil. [http://www.pmhut.com/the-raci-arci-matrix-for-structuring-roles-in-project-management-introduction " Benefits of Using the RACI-ARCI Matrix in Project Management "], ''[[PM Hut]]'', 17 October 2008. Retrieved on 15 September 2015.</ref>.
In brief, the main problems the RACI matrix aims to solve are poor performance of a team due to unclear responsibilities and accountabilities and poor teammate communication.

==Use and Examples==
The most commonly used responsibility assignment matrix is the RACI matrix. RACI stands for the four keys:

;''Responsible''
:That has to do the task (Compulsory)

;''Accountable''
: That is ultimately answerable for the work, that has authority for delegating the "Responsibles" (Compulsory, only one)

;''Consulted''
:That can be consulted if necessary (typically experts), with who a "two-way" communication is needed.

;''Informed''
:That need to be keep up-to-date on progress, with who a "one-way" communication is needed.

===Using a RAM===
Below is an example of a RAM.

[[File:RACI 1.png]]

On the first column, all the tasks are listed, according to the former division according to the [[Work_Breakdown_Structure_(WBS)| Work Breakdown Structure]] or a similar method. Thus, a RACI matrix can be used locally on a small branch of the WBS, which is useful for local communication and assignments, or globally which enable to check the integrity of the roles all over the project.
On the first row, there are the names or the job positions (depending on the style of management) of everybody involved in accomplishing the stated tasks.
In the table, we find the initial for the level of involvement and accountability of every one, for every task to be done. For example, for the task “manage activities”:
:*Louis is Accountable, ultimately responsible for the achievement of the task.
:*Edvinas is Responsible, helping Louis to achieve the task.
:*Gaëtan is Consultant, because he is accountable on a task directly linked to Activities, so a permanent consultation, a two-way communication is needed.
:*Charles and Elektra are Informed about the status of the task

====Downloading the template====
To create your own RACI matrix/RAM, just download this template, which provide a few improvements compared a basic matrix done by hand. You can download this Excel spreadsheet here: [https://onedrive.live.com/redir?resid=D6418BFDCFE5F72B!17366&authkey=!ADL4903But2u4kY&ithint=file%2cxlsx RACI Matrix Template]
====Using the template====

;Step 1
Once downloaded and opened, the first sheet is called “Start Here”. A table like this should appear:

[[File:RACI 2.png]]

From there, fill out the “Name or Job Function” column with everyone involved in the project. Once done, choose the “Levels of Responsibilities”. By default, it is R,A,C,I but it is meant to be flexible to fit the management style of the company, see [[#Alternatives and Variations| Alternatives]]. You can also type a quick description of what each letter stands for, so that anyone can understand right away what every letter and role means. This is important, as the matrix is a tool intended for everyone in the team, not only managers.

;Step 2
:Go to the “RAM | RACI matrix “sheet and develop a complete list of task and deliverables for the project. It should be the same breakdown than the one in the WBS (if any). Enter them in the first column.

;Step 3
:Discuss with all team members how they will contribute to each project deliverables.
:For each of their assignments, discuss the level of their responsibility and authority, as well as the specific work they will perform. Also, discuss with them the dependency and required interactions with others to achieve their activities. If doing so reveal some people that are connected to the project, add them now. If it reveal some dependency toward a unidentified service, ask people with similar experiences<ref> Portny, Stanley E. [http://www.dummies.com/how-to/content/how-to-develop-a-responsibility-assignment-matrix.html " How to Develop a Responsibility Assignment Matrix"], ''[[Dummies]]'' Retrieved on 15 September 2015.</ref>.

;Step 4
:Prepare an initial draft of the RAM.
:On your RAM, fill the cells formed by the intersection of each row and column, enter the roles for each person (based on the earlier discussions your team). The template offers a drop-down menu to select roles to make it easier.

;Step 5
:Have the people whom you consulted in Step 3 review and approve the draft chart.
:If people agree with the chart, It is recommanded to make them sign as a final approval. If they express concerns about some aspects, ask them to note their concerns.

;Step 5 bis
:In case of some team members not approving the draft chart, revise the matrix to address their concerns.
:For any changes to the RAM, get the approval of all your team members, particularly if they already approved a prior version.

;Step 6
:Go back to Step 5 and continue the process until everyone you consulted in Step 3 approves the chart.
:When approved by everyone, the responsibility assignment matrix is finished and will be shared with all participants. It is useful to pin it on the shared project board.

;Step 7
:If changes occur during the project, update the matrix and go back to Step 5.

;A few checks before validation

*At least one person must be assigned for “R” and “A” roles. If the task is simple though, there is no need of an “A” role.
*Only one person can be assigned as “A”. Responsibilities can be shared but accountabilities have to be unique. This is all the more relevant when this organization chart is flat, which is quite often in Denmark, because the direct supervisor might not be aware of the task.
*If there are many people in the “C” category, figure out if all of them need to be in the loop. Consider moving some of them to the “I” category. Also keep the “I” category to a minimum to reduce e-mail (or Slack) spamming.

===Complex projects and Hierarchy of RAM===

For complex projects, the RAM will be quite large because of the number of people involved. As a result, the identification of new and former participants and the constant update of the matrix will take a lot of time. However, a wrong RAM will result in overlooked activities and duplicated efforts.

To solve this issue, many companies use a hierarchy of charts when the same RAM contain more than 50 activities. This hierarchy starts with a high-level matrix that identifies the roles for higher-level components in the Work Breakdown Structure (for example, project phases or major deliverables). The sub-levels develop separate charts for lower-level deliverables and work packages.

===Using the game simulation as an example===
In the provided template, the example taken is the one from the simulation game run in class at the beginning of the semester. For those who have not done it, here is the game in brief. It was a project management simulation on a turn-per-turn model for the construction of new offices. Each team had to build their offices by ordering procurement, hiring, laying off, allocating and deallocating workers, taking and refunding a loan while being affected by external events. The final score is then calculated according to the profit made, the initial bid and the rapidity of the project execution. Every turn had a limited time therefore, being organized was compulsory.

To optimize the process of each turn (it is interesting to notice how a turn look like an increment in an [[Scrum| agile system]] in many aspects), the group distributed the tasks during a preparation meeting during which everyone agreed on the tasks to be done and how to split them. That is the moment where we filled out the RACI matrix.

In preparation for the beginning of the simulation game, the team members had to review what they had to do and master before the game starts. The RACI matrix gave that information right away, it was represented by the “R” and “A”

During the game, it was used to see who to consult when to take decisions that would affect multiple parties. That created a smooth controlling framework that enabled fast decision-making, which was the core of the game. For instance:

:”Entering the consultancy cost if needed” is a very simple task. It does not include three members of the group. However, Elektra is accountable for it (and automatically responsible for doing it) and Charles is kept informed because he needs to know the available money to be able to act for the “Defining when a loan is repaid” task. Nevertheless, he is not Consulted, because he cannot bring any information to Elektra about this topic.

:”Defining loan value” is another interesting task. Charles is ultimately responsible for guaranteeing there is the right amount of money in the bank account. However, the partial amounts calculations are made by Louis, Gaetan and Edvinas, who are responsible for providing the right figures. The final decision is then up to Charles who will conclude this action.

At the end of the game, it could have been used to review the performances of each team member.

==Alternatives and Variations ==

A responsibility assignment matrix is a tool designed to fit every project, so multiple alternatives exist to answer the need of the project manager to either fit the company management culture around projects or simply to grasp the complexity or the specificities of a project.

When nothing is specified for a role, it is equivalent to the initial RACI meaning. Here are a few relevant alternatives <ref> [https://en.wikipedia.org/wiki/Responsibility_assignment_matrix " Responsibility assignment matrix "], ''[[Wikipedia.org]]''. Retrieved on 10 September 2015.</ref>.
=== PACSI ===
: This is a version designed for organizations where multiple stakeholders have a right to review and veto the progress of the activities, due to the collaborative nature of the culture.

:; ''Perform''
:
:: The equivalent of Responsible

:; ''Accountable''

:; ''Control''
:
:: Person reviewing the result of the activity (other than the Accountable). He or she has a right of veto; his or her advice is binding.

:; ''Suggest''
:
:: Person consulted to give advice based upon recognized expertise. The advice is non-binding.

:; ''Informed''

This alternative splits the Consulted as Control and Suggest to separate the impact of each participant, binding or non-binding.
=== RASCI ===
:Sometimes known as ''RASIC'<ref> Hightower, Rose (2008). '' Internal controls policies and procedures '', p. 83. John Wiley & Sons. ISBN 0-470-28717-9.</ref>', it adds a level of hierarchy within the Responsible, by splitting them into :

:; ''Responsible''
:
::Person responsible for the task as it was envisioned by the Accountable.

:; ''Support''
:: Person allocated to the Responsible. Contrary to Consulted, who only provide input, ''support'' help the accomplishment of the task.

Its use is relevant for complex projects where creating a hierarchy of chart is necessary or for very hierarchic companies. However, its use deviate from the original goal of the matrix, which aimed to erase barriers between hierarchy levels to improve communication. In this alternative, the mix of hierarchy and consultancy can create unproductive situations.

=== RASI ===
:This is alternative version <ref> Mikes, Joe . [http://www.lce.com/Training_Speeds_Continuous_Improvement_448-item.html" Continuous Improvement Training "], ''[[LCE Training]]'', 2011.</ref> is more result-oriented and replaces the Consulted with:

:; ''Support''
:: Person which plays a supporting role in the realisation of the task.

It is a mix between the previous alternative and the original RACI. It is useful in big organizations that require another level of hierarchy in the matrix, but this matrix is detrimental to the communication as the Consulted role is gone.

===RACIQ ===
:This is an expanded version of the standard RACI, with an additional participation type:

:; ''Quality Review''
::Person who checks whether the product meets the quality requirements.

This matrix can be relevant for processes and production, but can be very useful in lean companies that have switched to short iteration development cycle, in particular for software-based companies where code quality can be reviewed.

===RACI-VS ===
:This is an expanded version, adding two roles:

:; ''Verifier''
::Person who checks whether the product meets the acceptance criteria of the product description.

:; ''Signatory''
:
::Person who ultimately approves the ''verify'' decision and authorize the group of task completion.

This matrix is relevant in case of bureaucratic organisations or industries with high requirement degrees (defence, medicine…), where the traceability of every development and the compliance with regulation are fundamental.

=== DACI ===
: This variation is made to clarify decision making.<ref>Kendrick, Tom (2006). “Results without authority: controlling a project when the team doesn't report to you.” AMACOM Books, division of the American Management Association. p.108 ISBN 0-8144-7343-1.</ref>

:; ''Driver''
::Person conducting the task, able to re-open closed discussions and have the ability to find resources.

:; ''Approver''
:: Equivalent of Accountable

:; ''Contributors''
:: Equivalent of Responsible, can work on a task but cannot re-open a discussion.

:; ''Informed''

This matrix is relevant in a context where power is split among many stakeholders in order to avoid conflicts to rise.
=== RAPID ===
:Another variation, made by Bain & Company.is '''RAPID®'''.

:; ''Recommend''
:: Person helping with the decision-making around the task.

:; ''Agree''
:: Person, that has to validate the task at the end, useful for situations where some form of regulatory sign-off is required (cf. RACI-VS). Have to be consulted during the task completion.

:; ''Perform''
:: Equivalent of Responsible.

:; ''Input''
:: Person that can help by giving inputs.

:; ''Decide''
:: Equivalent of Accountable.

This alternative is quite different from the others as it is designed for higher-level tasks or group of several tasks. However, it lists quite well all the available resources and how they can be used.
=== RATSI ===
:Another tool used in organisation design or roles analysis.

:; ''Responsibility''
:: Equivalent of Accountable

:; ''Authority''
:: Equivalent of Signatory, ultimate control the task.

:; ''Task''
:: Equivalent of Responsible

:; ''Support''
:: Person who can help with the task.

:; ''Informed''

This matrix is used to reflect the hierarchy but is detrimental of communication.

=== ARCI (decision-based) ===

:This alternative is made to put into writing who has the decision power.

:; ''Approves''
:: Person authorized to ''approve'' an answer to the decision.

:; ''Recommends''
:: Person responsible for ''recommending'' an answer to the decision.

:; ''Consulted''

:; ''Informed''
Such a matrix is useful for high-level program management where responsibilities and roles are often unclear when the organisation organigram is flat.

==Limitations==

The alternatives presented a different set of use for the RAM. It is true that a RACI matrix is a hybrid tool that presents elements of communication mixed with elements of hierarchy and responsibilities. Therefore, it is sometimes seen as a catchall tool. The variations are mainly about putting the emphasis on one or the other, either giving a focus on clearer communication or giving a focus on hierarchy definition and resource allocation. That is why a RACI matrix cannot replace basic organisation tools as an organigram and has to be used as a complement, easily understandable and quick to use, by team members.

Another concern is about updating the matrix. Not keeping up-to-date such a matrix can have disastrous consequences upon the projects if workers rely on it to determine their work plans.

Finally, the few level of detail provided by the matrix can be a problem in complex projects in which a lot of person can be consulted or in organisation with both functional and project managers whose authority in the project depend on this matrix and can have conflicting roles when referred to the matrix.
==Conclusion==
In a nutshell, a few reasons of using a RAM are<ref> Viswanathan, Balaji. [http://project-management.com/understanding-responsibility-assignment-matrix-raci-matrix/" Understanding Responsibility Assignment Matrix (RACI Matrix) "], ''[[project-management.com]]'', 8 April 2015. Retrieved on 15 September 2015.</ref>:

:*It lets the organisation know if some people are assigned with too many or too few responsibilities.
:*It keeps everybody on the same page on who is accountable for a particular task.
:*Keeps all the necessary people in the loop and reduces miscommunications.
:*It helps you optimizing communication system to keep those in the “I” category informed (through email or IM), while involving only those in the “C” categories for meetings and interactive communication

When working in team of pairs, like in academic group work, this tool is useful to put everyone in front of their responsibility without the need of a team leader.

In conclusion, RACI matrix is a great project management tool that aims to improve efficiency within the team and helps getting the tasks done faster through pertinent responsibilities, clear process of task resolution, intelligent communication and relevant interactions.
==References==
<references/>
==External Links==
* [https://www.youtube.com/watch?v=5KQvOB68Am0&list=UU-sJpy_O7zCN5zOrzWy4llQ An intuitive presentation video of RACI matrix.]

==References explainations==
↑ Bachelet, Remi. " Conception et planification de projet : outils avancés", Ecole Centrale de Lille, 19 September 2015. Retrieved on 22 September 2015.
A online course made by my former engineering School which present the basics tool of project management. We then used this tool on our 2-year-long project. It made me discover the RACI matrix two years ago.
↑ Gyani, Swapnil. " Benefits of Using the RACI-ARCI Matrix in Project Management ", PM Hut, 17 October 2008. Retrieved on 15 September 2015.
A website dedicated to project management where the author wrote very concise articles about the RAM. A good starting point for my research because the website provide a relevant overview of the important points when creating a RACI matrix.
↑ Portny, Stanley E. " How to Develop a Responsibility Assignment Matrix", Dummies Retrieved on 15 September 2015.
A very good point-by-point method to set-up a RACI matrix.
↑ " Responsibility assignment matrix ", Wikipedia.org. Retrieved on 10 September 2015.
This article provided a relevant set of alternatives to pick from in order to present the best RAM alternatives to the RACI matrix.
↑ Hightower, Rose (2008). Internal controls policies and procedures , p. 83. John Wiley & Sons. ISBN 0-470-28717-9.
A 288 page book about how to set up relevant control policies in a company. Even though this book is completed oriented towards procedures, it presents the RASCI matrix and provide an example based on the overall company (instead of one project), which shows the flexibility of the RACI matrix.
↑ Mikes, Joe . " Continuous Improvement Training ", LCE Training, 2011.
The website explaining thoughtfully the RASI matrix using a production system.
↑ Kendrick, Tom (2006). “ Results without authority: controlling a project when the team doesn't report to you.” AMACOM Books, division of the American Management Association. ISBN 0-8144-7343-1.
A very interesting management book all about managing people when you do not have a formal authority on them (which is relevant in the case of academic group work, and make the book a must-read for students). The matrix has been adapted to this context.
↑ Viswanathan, Balaji. " Understanding Responsibility Assignment Matrix (RACI Matrix) ", project-management.com, 8 April 2015. Retrieved on 15 September 2015.
A website providing a few basic information on the RACI matrix.

Responsibility Assignment Matrix (RACI Matrix)

2015-09-29T00:57:18Z

Charles Henri Gayot:

A '''Responsibility Assignment Matrix''' (RAM), also known as '''RACI matrix''' or ARCI matrix or linear responsibility chart (LRC), is a project management tool mainly used to define the roles and the responsibilities in a very simple and straightforward way for each task of a project. It is used to have an overview of the projects (or processes) which require cross-collaboration with multiple departments. The output is a matrix presenting the different tasks on the first column, every participant in the project on the first line then for each task, each participant is given a status. It is fast and easy to use, and is perfectly suitable for group work at university<ref> Bachelet, Remi. [http://gestiondeprojet.pm/planification-projet/ " Conception et planification de projet : outils avancés"], ''[[Ecole Centrale de Lille]]'', 19 September 2015. Retrieved on 22 September 2015.</ref>. An RAM template and example will be provided to gain a deep understanding and will describe the project management simulation the class participated in.

==Existing problems in PM==

In projects, members do not necessarily knows the tasks and responsibilities of one another, either due to a poor management, to an unusual project, to when teams are allowed to self-organize, etc.

The problem at hand is that people either do not work together, share knowledge or have responsibilities to deliver a task. It is indeed frequent to assume that somebody else is taking care of a particular task or work, which is not the case in reality.

In addition, pointing fingers and blaming afterwards for a task that is not properly done is unfortunately common.

The more complex, time-sensitive or mission-critical is a project, the more worthy it is to take the time to think through the roles that the team members must play in every task that the team undertakes. It is worthy too when team members have not collaborated before, either in an academic context or in the case of a cross-functional collaboration.

If not everything is clear for everyone, there will most likely be gaps, duplication and confusion. As a result, working in the team will become frustrating and inefficient<ref> Gyani, Swapnil. [http://www.pmhut.com/the-raci-arci-matrix-for-structuring-roles-in-project-management-introduction " Benefits of Using the RACI-ARCI Matrix in Project Management "], ''[[PM Hut]]'', 17 October 2008. Retrieved on 15 September 2015.</ref>.
In brief, the main problems the RACI matrix aims to solve are poor performance of a team due to unclear responsibilities and accountabilities and poor teammate communication.

==Use and Examples==
The most commonly used responsibility assignment matrix is the RACI matrix. RACI stands for the four keys:

;''Responsible''
:That has to do the task (Compulsory)

;''Accountable''
: That is ultimately answerable for the work, that has authority for delegating the "Responsibles" (Compulsory, only one)

;''Consulted''
:That can be consulted if necessary (typically experts), with who a "two-way" communication is needed.

;''Informed''
:That need to be keep up-to-date on progress, with who a "one-way" communication is needed.

===Using a RAM===
Below is an example of a RAM.

[[File:RACI 1.png]]

On the first column, all the tasks are listed, according to the former division according to the [[Work_Breakdown_Structure_(WBS) Work Breakdown Structure]] or a similar method. Thus, a RACI matrix can be used locally on a small branch of the WBS, which is useful for local communication and assignments, or globally which enable to check the integrity of the roles all over the project.
On the first row, there are the names or the job positions (depending on the style of management) of everybody involved in accomplishing the stated tasks.
In the table, we find the initial for the level of involvement and accountability of every one, for every task to be done. For example, for the task “manage activities”:
:*Louis is Accountable, ultimately responsible for the achievement of the task.
:*Edvinas is Responsible, helping Louis to achieve the task.
:*Gaëtan is Consultant, because he is accountable on a task directly linked to Activities, so a permanent consultation, a two-way communication is needed.
:*Charles and Elektra are Informed about the status of the task

====Downloading the template====
To create your own RACI matrix/RAM, just download this template, which provide a few improvements compared a basic matrix done by hand. You can download this Excel spreadsheet here: [https://onedrive.live.com/redir?resid=D6418BFDCFE5F72B!17366&authkey=!ADL4903But2u4kY&ithint=file%2cxlsx RACI Matrix Template]
====Using the template====

;Step 1
Once downloaded and opened, the first sheet is called “Start Here”. A table like this should appear:

[[File:RACI 2.png]]

From there, fill out the “Name or Job Function” column with everyone involved in the project. Once done, choose the “Levels of Responsibilities”. By default, it is R,A,C,I but it is meant to be flexible to fit the management style of the company, see [[#Alternatives and Variations| Alternatives]]. You can also type a quick description of what each letter stands for, so that anyone can understand right away what every letter and role means. This is important, as the matrix is a tool intended for everyone in the team, not only managers.

;Step 2
:Go to the “RAM | RACI matrix “sheet and develop a complete list of task and deliverables for the project. It should be the same breakdown than the one in the WBS (if any). Enter them in the first column.

;Step 3
:Discuss with all team members how they will contribute to each project deliverables.
:For each of their assignments, discuss the level of their responsibility and authority, as well as the specific work they will perform. Also, discuss with them the dependency and required interactions with others to achieve their activities. If doing so reveal some people that are connected to the project, add them now. If it reveal some dependency toward a unidentified service, ask people with similar experiences<ref> Portny, Stanley E. [http://www.dummies.com/how-to/content/how-to-develop-a-responsibility-assignment-matrix.html " How to Develop a Responsibility Assignment Matrix"], ''[[Dummies]]'' Retrieved on 15 September 2015.</ref>.

;Step 4
:Prepare an initial draft of the RAM.
:On your RAM, fill the cells formed by the intersection of each row and column, enter the roles for each person (based on the earlier discussions your team). The template offers a drop-down menu to select roles to make it easier.

;Step 5
:Have the people whom you consulted in Step 3 review and approve the draft chart.
:If people agree with the chart, It is recommanded to make them sign as a final approval. If they express concerns about some aspects, ask them to note their concerns.

;Step 5 bis
:In case of some team members not approving the draft chart, revise the matrix to address their concerns.
:For any changes to the RAM, get the approval of all your team members, particularly if they already approved a prior version.

;Step 6
:Go back to Step 5 and continue the process until everyone you consulted in Step 3 approves the chart.
:When approved by everyone, the responsibility assignment matrix is finished and will be shared with all participants. It is useful to pin it on the shared project board.

;Step 7
:If changes occur during the project, update the matrix and go back to Step 5.

;A few checks before validation

*At least one person must be assigned for “R” and “A” roles. If the task is simple though, there is no need of an “A” role.
*Only one person can be assigned as “A”. Responsibilities can be shared but accountabilities have to be unique. This is all the more relevant when this organization chart is flat, which is quite often in Denmark, because the direct supervisor might not be aware of the task.
*If there are many people in the “C” category, figure out if all of them need to be in the loop. Consider moving some of them to the “I” category. Also keep the “I” category to a minimum to reduce e-mail (or Slack) spamming.

===Complex projects and Hierarchy of RAM===

For complex projects, the RAM will be quite large because of the number of people involved. As a result, the identification of new and former participants and the constant update of the matrix will take a lot of time. However, a wrong RAM will result in overlooked activities and duplicated efforts.

To solve this issue, many companies use a hierarchy of charts when the same RAM contain more than 50 activities. This hierarchy starts with a high-level matrix that identifies the roles for higher-level components in the Work Breakdown Structure (for example, project phases or major deliverables). The sub-levels develop separate charts for lower-level deliverables and work packages.

===Using the game simulation as an example===
In the provided template, the example taken is the one from the simulation game run in class at the beginning of the semester. For those who have not done it, here is the game in brief. It was a project management simulation on a turn-per-turn model for the construction of new offices. Each team had to build their offices by ordering procurement, hiring, laying off, allocating and deallocating workers, taking and refunding a loan while being affected by external events. The final score is then calculated according to the profit made, the initial bid and the rapidity of the project execution. Every turn had a limited time therefore, being organized was compulsory.

To optimize the process of each turn (it is interesting to notice how a turn look like an increment in an [[Scrum| agile system]] in many aspects), the group distributed the tasks during a preparation meeting during which everyone agreed on the tasks to be done and how to split them. That is the moment where we filled out the RACI matrix.

In preparation for the beginning of the simulation game, the team members had to review what they had to do and master before the game starts. The RACI matrix gave that information right away, it was represented by the “R” and “A”

During the game, it was used to see who to consult when to take decisions that would affect multiple parties. That created a smooth controlling framework that enabled fast decision-making, which was the core of the game. For instance:

:”Entering the consultancy cost if needed” is a very simple task. It does not include three members of the group. However, Elektra is accountable for it (and automatically responsible for doing it) and Charles is kept informed because he needs to know the available money to be able to act for the “Defining when a loan is repaid” task. Nevertheless, he is not Consulted, because he cannot bring any information to Elektra about this topic.

:”Defining loan value” is another interesting task. Charles is ultimately responsible for guaranteeing there is the right amount of money in the bank account. However, the partial amounts calculations are made by Louis, Gaetan and Edvinas, who are responsible for providing the right figures. The final decision is then up to Charles who will conclude this action.

At the end of the game, it could have been used to review the performances of each team member.

==Alternatives and Variations ==

A responsibility assignment matrix is a tool designed to fit every project, so multiple alternatives exist to answer the need of the project manager to either fit the company management culture around projects or simply to grasp the complexity or the specificities of a project.

When nothing is specified for a role, it is equivalent to the initial RACI meaning. Here are a few relevant alternatives <ref> [https://en.wikipedia.org/wiki/Responsibility_assignment_matrix " Responsibility assignment matrix "], ''[[Wikipedia.org]]''. Retrieved on 10 September 2015.</ref>.
=== PACSI ===
: This is a version designed for organizations where multiple stakeholders have a right to review and veto the progress of the activities, due to the collaborative nature of the culture.

:; ''Perform''
:
:: The equivalent of Responsible

:; ''Accountable''

:; ''Control''
:
:: Person reviewing the result of the activity (other than the Accountable). He or she has a right of veto; his or her advice is binding.

:; ''Suggest''
:
:: Person consulted to give advice based upon recognized expertise. The advice is non-binding.

:; ''Informed''

This alternative splits the Consulted as Control and Suggest to separate the impact of each participant, binding or non-binding.
=== RASCI ===
:Sometimes known as ''RASIC'<ref> Hightower, Rose (2008). '' Internal controls policies and procedures '', p. 83. John Wiley & Sons. ISBN 0-470-28717-9.</ref>', it adds a level of hierarchy within the Responsible, by splitting them into :

:; ''Responsible''
:
::Person responsible for the task as it was envisioned by the Accountable.

:; ''Support''
:: Person allocated to the Responsible. Contrary to Consulted, who only provide input, ''support'' help the accomplishment of the task.

Its use is relevant for complex projects where creating a hierarchy of chart is necessary or for very hierarchic companies. However, its use deviate from the original goal of the matrix, which aimed to erase barriers between hierarchy levels to improve communication. In this alternative, the mix of hierarchy and consultancy can create unproductive situations.

=== RASI ===
:This is alternative version <ref> Mikes, Joe . [http://www.lce.com/Training_Speeds_Continuous_Improvement_448-item.html" Continuous Improvement Training "], ''[[LCE Training]]'', 2011.</ref> is more result-oriented and replaces the Consulted with:

:; ''Support''
:: Person which plays a supporting role in the realisation of the task.

It is a mix between the previous alternative and the original RACI. It is useful in big organizations that require another level of hierarchy in the matrix, but this matrix is detrimental to the communication as the Consulted role is gone.

===RACIQ ===
:This is an expanded version of the standard RACI, with an additional participation type:

:; ''Quality Review''
::Person who checks whether the product meets the quality requirements.

This matrix can be relevant for processes and production, but can be very useful in lean companies that have switched to short iteration development cycle, in particular for software-based companies where code quality can be reviewed.

===RACI-VS ===
:This is an expanded version, adding two roles:

:; ''Verifier''
::Person who checks whether the product meets the acceptance criteria of the product description.

:; ''Signatory''
:
::Person who ultimately approves the ''verify'' decision and authorize the group of task completion.

This matrix is relevant in case of bureaucratic organisations or industries with high requirement degrees (defence, medicine…), where the traceability of every development and the compliance with regulation are fundamental.

=== DACI ===
: This variation is made to clarify decision making.<ref>Kendrick, Tom (2006). “Results without authority: controlling a project when the team doesn't report to you.” AMACOM Books, division of the American Management Association. p.108 ISBN 0-8144-7343-1.</ref>

:; ''Driver''
::Person conducting the task, able to re-open closed discussions and have the ability to find resources.

:; ''Approver''
:: Equivalent of Accountable

:; ''Contributors''
:: Equivalent of Responsible, can work on a task but cannot re-open a discussion.

:; ''Informed''

This matrix is relevant in a context where power is split among many stakeholders in order to avoid conflicts to rise.
=== RAPID ===
:Another variation, made by Bain & Company.is '''RAPID®'''.

:; ''Recommend''
:: Person helping with the decision-making around the task.

:; ''Agree''
:: Person, that has to validate the task at the end, useful for situations where some form of regulatory sign-off is required (cf. RACI-VS). Have to be consulted during the task completion.

:; ''Perform''
:: Equivalent of Responsible.

:; ''Input''
:: Person that can help by giving inputs.

:; ''Decide''
:: Equivalent of Accountable.

This alternative is quite different from the others as it is designed for higher-level tasks or group of several tasks. However, it lists quite well all the available resources and how they can be used.
=== RATSI ===
:Another tool used in organisation design or roles analysis.

:; ''Responsibility''
:: Equivalent of Accountable

:; ''Authority''
:: Equivalent of Signatory, ultimate control the task.

:; ''Task''
:: Equivalent of Responsible

:; ''Support''
:: Person who can help with the task.

:; ''Informed''

This matrix is used to reflect the hierarchy but is detrimental of communication.

=== ARCI (decision-based) ===

:This alternative is made to put into writing who has the decision power.

:; ''Approves''
:: Person authorized to ''approve'' an answer to the decision.

:; ''Recommends''
:: Person responsible for ''recommending'' an answer to the decision.

:; ''Consulted''

:; ''Informed''
Such a matrix is useful for high-level program management where responsibilities and roles are often unclear when the organisation organigram is flat.

==Limitations==

The alternatives presented a different set of use for the RAM. It is true that a RACI matrix is a hybrid tool that presents elements of communication mixed with elements of hierarchy and responsibilities. Therefore, it is sometimes seen as a catchall tool. The variations are mainly about putting the emphasis on one or the other, either giving a focus on clearer communication or giving a focus on hierarchy definition and resource allocation. That is why a RACI matrix cannot replace basic organisation tools as an organigram and has to be used as a complement, easily understandable and quick to use, by team members.

Another concern is about updating the matrix. Not keeping up-to-date such a matrix can have disastrous consequences upon the projects if workers rely on it to determine their work plans.

Finally, the few level of detail provided by the matrix can be a problem in complex projects in which a lot of person can be consulted or in organisation with both functional and project managers whose authority in the project depend on this matrix and can have conflicting roles when referred to the matrix.
==Conclusion==
In a nutshell, a few reasons of using a RAM are<ref> Viswanathan, Balaji. [http://project-management.com/understanding-responsibility-assignment-matrix-raci-matrix/" Understanding Responsibility Assignment Matrix (RACI Matrix) "], ''[[project-management.com]]'', 8 April 2015. Retrieved on 15 September 2015.</ref>:

:*It lets the organisation know if some people are assigned with too many or too few responsibilities.
:*It keeps everybody on the same page on who is accountable for a particular task.
:*Keeps all the necessary people in the loop and reduces miscommunications.
:*It helps you optimizing communication system to keep those in the “I” category informed (through email or IM), while involving only those in the “C” categories for meetings and interactive communication

When working in team of pairs, like in academic group work, this tool is useful to put everyone in front of their responsibility without the need of a team leader.

In conclusion, RACI matrix is a great project management tool that aims to improve efficiency within the team and helps getting the tasks done faster through pertinent responsibilities, clear process of task resolution, intelligent communication and relevant interactions.
==References==
<references/>
==External Links==
* [https://www.youtube.com/watch?v=5KQvOB68Am0&list=UU-sJpy_O7zCN5zOrzWy4llQ An intuitive presentation video of RACI matrix.]

==References explainations==
↑ Bachelet, Remi. " Conception et planification de projet : outils avancés", Ecole Centrale de Lille, 19 September 2015. Retrieved on 22 September 2015.
A online course made by my former engineering School which present the basics tool of project management. We then used this tool on our 2-year-long project. It made me discover the RACI matrix two years ago.
↑ Gyani, Swapnil. " Benefits of Using the RACI-ARCI Matrix in Project Management ", PM Hut, 17 October 2008. Retrieved on 15 September 2015.
A website dedicated to project management where the author wrote very concise articles about the RAM. A good starting point for my research because the website provide a relevant overview of the important points when creating a RACI matrix.
↑ Portny, Stanley E. " How to Develop a Responsibility Assignment Matrix", Dummies Retrieved on 15 September 2015.
A very good point-by-point method to set-up a RACI matrix.
↑ " Responsibility assignment matrix ", Wikipedia.org. Retrieved on 10 September 2015.
This article provided a relevant set of alternatives to pick from in order to present the best RAM alternatives to the RACI matrix.
↑ Hightower, Rose (2008). Internal controls policies and procedures , p. 83. John Wiley & Sons. ISBN 0-470-28717-9.
A 288 page book about how to set up relevant control policies in a company. Even though this book is completed oriented towards procedures, it presents the RASCI matrix and provide an example based on the overall company (instead of one project), which shows the flexibility of the RACI matrix.
↑ Mikes, Joe . " Continuous Improvement Training ", LCE Training, 2011.
The website explaining thoughtfully the RASI matrix using a production system.
↑ Kendrick, Tom (2006). “ Results without authority: controlling a project when the team doesn't report to you.” AMACOM Books, division of the American Management Association. ISBN 0-8144-7343-1.
A very interesting management book all about managing people when you do not have a formal authority on them (which is relevant in the case of academic group work, and make the book a must-read for students). The matrix has been adapted to this context.
↑ Viswanathan, Balaji. " Understanding Responsibility Assignment Matrix (RACI Matrix) ", project-management.com, 8 April 2015. Retrieved on 15 September 2015.
A website providing a few basic information on the RACI matrix.

Responsibility Assignment Matrix (RACI Matrix)

2015-09-29T00:55:09Z

Charles Henri Gayot:

A '''Responsibility Assignment Matrix''' (RAM), also known as '''RACI matrix''' or ARCI matrix or linear responsibility chart (LRC), is a project management tool mainly used to define the roles and the responsibilities in a very simple and straightforward way for each task of a project. It is used to have an overview of the projects (or processes) which require cross-collaboration with multiple departments. The output is a matrix presenting the different tasks on the first column, every participant in the project on the first line then for each task, each participant is given a status. It is fast and easy to use, and is perfectly suitable for group work at university<ref> Bachelet, Remi. [http://gestiondeprojet.pm/planification-projet/ " Conception et planification de projet : outils avancés"], ''[[Ecole Centrale de Lille]]'', 19 September 2015. Retrieved on 22 September 2015.</ref>. An RAM template and example will be provided to gain a deep understanding and will describe the project management simulation the class participated in.

==Existing problems in PM==

In projects, members do not necessarily knows the tasks and responsibilities of one another, either due to a poor management, to an unusual project, to when teams are allowed to self-organize, etc.

The problem at hand is that people either do not work together, share knowledge or have responsibilities to deliver a task. It is indeed frequent to assume that somebody else is taking care of a particular task or work, which is not the case in reality.

In addition, pointing fingers and blaming afterwards for a task that is not properly done is unfortunately common.

The more complex, time-sensitive or mission-critical is a project, the more worthy it is to take the time to think through the roles that the team members must play in every task that the team undertakes. It is worthy too when team members have not collaborated before, either in an academic context or in the case of a cross-functional collaboration.

If not everything is clear for everyone, there will most likely be gaps, duplication and confusion. As a result, working in the team will become frustrating and inefficient<ref> Gyani, Swapnil. [http://www.pmhut.com/the-raci-arci-matrix-for-structuring-roles-in-project-management-introduction " Benefits of Using the RACI-ARCI Matrix in Project Management "], ''[[PM Hut]]'', 17 October 2008. Retrieved on 15 September 2015.</ref>.
In brief, the main problems the RACI matrix aims to solve are poor performance of a team due to unclear responsibilities and accountabilities and poor teammate communication.

==Use and Examples==
The most commonly used responsibility assignment matrix is the RACI matrix. RACI stands for the four keys:

;''Responsible''
:That has to do the task (Compulsory)

;''Accountable''
: That is ultimately answerable for the work, that has authority for delegating the "Responsibles" (Compulsory, only one)

;''Consulted''
:That can be consulted if necessary (typically experts), with who a "two-way" communication is needed.

;''Informed''
:That need to be keep up-to-date on progress, with who a "one-way" communication is needed.

===Using a RAM===
Below is an example of a RAM.

[[File:RACI 1.png]]

On the first column, all the tasks are listed, according to the former division according to the [[Work_Breakdown_Structure_(WBS) Work Breakdown Structure]] or a similar method. Thus, a RACI matrix can be used locally on a small branch of the WBS, which is useful for local communication and assignments, or globally which enable to check the integrity of the roles all over the project.
On the first row, there are the names or the job positions (depending on the style of management) of everybody involved in accomplishing the stated tasks.
In the table, we find the initial for the level of involvement and accountability of every one, for every task to be done. For example, for the task “manage activities”:
:*Louis is Accountable, ultimately responsible for the achievement of the task.
:*Edvinas is Responsible, helping Louis to achieve the task.
:*Gaëtan is Consultant, because he is accountable on a task directly linked to Activities, so a permanent consultation, a two-way communication is needed.
:*Charles and Elektra are Informed about the status of the task

====Downloading the template====
To create your own RACI matrix/RAM, just download this template, which provide a few improvements compared a basic matrix done by hand. You can download this Excel spreadsheet here: [https://onedrive.live.com/redir?resid=D6418BFDCFE5F72B!17366&authkey=!ADL4903But2u4kY&ithint=file%2cxlsx RACI Matrix Template]
====Using the template====

;Step 1
Once downloaded and opened, the first sheet is called “Start Here”. A table like this should appear:

[[File:RACI 2.png]]

From there, fill out the “Name or Job Function” column with everyone involved in the project. Once done, choose the “Levels of Responsibilities”. By default, it is R,A,C,I but it is meant to be flexible to fit the management style of the company, see [[#Alternatives and Variations]]. You can also type a quick description of what each letter stands for, so that anyone can understand right away what every letter and role means. This is important, as the matrix is a tool intended for everyone in the team, not only managers.

;Step 2
:Go to the “RAM | RACI matrix “sheet and develop a complete list of task and deliverables for the project. It should be the same breakdown than the one in the WBS (if any). Enter them in the first column.

;Step 3
:Discuss with all team members how they will contribute to each project deliverables.
:For each of their assignments, discuss the level of their responsibility and authority, as well as the specific work they will perform. Also, discuss with them the dependency and required interactions with others to achieve their activities. If doing so reveal some people that are connected to the project, add them now. If it reveal some dependency toward a unidentified service, ask people with similar experiences<ref> Portny, Stanley E. [http://www.dummies.com/how-to/content/how-to-develop-a-responsibility-assignment-matrix.html " How to Develop a Responsibility Assignment Matrix"], ''[[Dummies]]'' Retrieved on 15 September 2015.</ref>.

;Step 4
:Prepare an initial draft of the RAM.
:On your RAM, fill the cells formed by the intersection of each row and column, enter the roles for each person (based on the earlier discussions your team). The template offers a drop-down menu to select roles to make it easier.

;Step 5
:Have the people whom you consulted in Step 3 review and approve the draft chart.
:If people agree with the chart, It is recommanded to make them sign as a final approval. If they express concerns about some aspects, ask them to note their concerns.

;Step 5 bis
:In case of some team members not approving the draft chart, revise the matrix to address their concerns.
:For any changes to the RAM, get the approval of all your team members, particularly if they already approved a prior version.

;Step 6
:Go back to Step 5 and continue the process until everyone you consulted in Step 3 approves the chart.
:When approved by everyone, the responsibility assignment matrix is finished and will be shared with all participants. It is useful to pin it on the shared project board.

;Step 7
:If changes occur during the project, update the matrix and go back to Step 5.

;A few checks before validation

*At least one person must be assigned for “R” and “A” roles. If the task is simple though, there is no need of an “A” role.
*Only one person can be assigned as “A”. Responsibilities can be shared but accountabilities have to be unique. This is all the more relevant when this organization chart is flat, which is quite often in Denmark, because the direct supervisor might not be aware of the task.
*If there are many people in the “C” category, figure out if all of them need to be in the loop. Consider moving some of them to the “I” category. Also keep the “I” category to a minimum to reduce e-mail (or Slack) spamming.

===Complex projects and Hierarchy of RAM===

For complex projects, the RAM will be quite large because of the number of people involved. As a result, the identification of new and former participants and the constant update of the matrix will take a lot of time. However, a wrong RAM will result in overlooked activities and duplicated efforts.

To solve this issue, many companies use a hierarchy of charts when the same RAM contain more than 50 activities. This hierarchy starts with a high-level matrix that identifies the roles for higher-level components in the Work Breakdown Structure (for example, project phases or major deliverables). The sub-levels develop separate charts for lower-level deliverables and work packages.

===Using the game simulation as an example===
In the provided template, the example taken is the one from the simulation game run in class at the beginning of the semester. For those who have not done it, here is the game in brief. It was a project management simulation on a turn-per-turn model for the construction of new offices. Each team had to build their offices by ordering procurement, hiring, laying off, allocating and deallocating workers, taking and refunding a loan while being affected by external events. The final score is then calculated according to the profit made, the initial bid and the rapidity of the project execution. Every turn had a limited time therefore, being organized was compulsory.

To optimize the process of each turn (it is interesting to notice how a turn look like an increment in an [[Scrum agile system]] in many aspects), the group distributed the tasks during a preparation meeting during which everyone agreed on the tasks to be done and how to split them. That is the moment where we filled out the RACI matrix.

In preparation for the beginning of the simulation game, the team members had to review what they had to do and master before the game starts. The RACI matrix gave that information right away, it was represented by the “R” and “A”

During the game, it was used to see who to consult when to take decisions that would affect multiple parties. That created a smooth controlling framework that enabled fast decision-making, which was the core of the game. For instance:

:”Entering the consultancy cost if needed” is a very simple task. It does not include three members of the group. However, Elektra is accountable for it (and automatically responsible for doing it) and Charles is kept informed because he needs to know the available money to be able to act for the “Defining when a loan is repaid” task. Nevertheless, he is not Consulted, because he cannot bring any information to Elektra about this topic.

:”Defining loan value” is another interesting task. Charles is ultimately responsible for guaranteeing there is the right amount of money in the bank account. However, the partial amounts calculations are made by Louis, Gaetan and Edvinas, who are responsible for providing the right figures. The final decision is then up to Charles who will conclude this action.

At the end of the game, it could have been used to review the performances of each team member.

==Alternatives and Variations ==

A responsibility assignment matrix is a tool designed to fit every project, so multiple alternatives exist to answer the need of the project manager to either fit the company management culture around projects or simply to grasp the complexity or the specificities of a project.

When nothing is specified for a role, it is equivalent to the initial RACI meaning. Here are a few relevant alternatives <ref> [https://en.wikipedia.org/wiki/Responsibility_assignment_matrix " Responsibility assignment matrix "], ''[[Wikipedia.org]]''. Retrieved on 10 September 2015.</ref>.
=== PACSI ===
: This is a version designed for organizations where multiple stakeholders have a right to review and veto the progress of the activities, due to the collaborative nature of the culture.

:; ''Perform''
:
:: The equivalent of Responsible

:; ''Accountable''

:; ''Control''
:
:: Person reviewing the result of the activity (other than the Accountable). He or she has a right of veto; his or her advice is binding.

:; ''Suggest''
:
:: Person consulted to give advice based upon recognized expertise. The advice is non-binding.

:; ''Informed''

This alternative splits the Consulted as Control and Suggest to separate the impact of each participant, binding or non-binding.
=== RASCI ===
:Sometimes known as ''RASIC'<ref> Hightower, Rose (2008). '' Internal controls policies and procedures '', p. 83. John Wiley & Sons. ISBN 0-470-28717-9.</ref>', it adds a level of hierarchy within the Responsible, by splitting them into :

:; ''Responsible''
:
::Person responsible for the task as it was envisioned by the Accountable.

:; ''Support''
:: Person allocated to the Responsible. Contrary to Consulted, who only provide input, ''support'' help the accomplishment of the task.

Its use is relevant for complex projects where creating a hierarchy of chart is necessary or for very hierarchic companies. However, its use deviate from the original goal of the matrix, which aimed to erase barriers between hierarchy levels to improve communication. In this alternative, the mix of hierarchy and consultancy can create unproductive situations.

=== RASI ===
:This is alternative version <ref> Mikes, Joe . [http://www.lce.com/Training_Speeds_Continuous_Improvement_448-item.html" Continuous Improvement Training "], ''[[LCE Training]]'', 2011.</ref> is more result-oriented and replaces the Consulted with:

:; ''Support''
:: Person which plays a supporting role in the realisation of the task.

It is a mix between the previous alternative and the original RACI. It is useful in big organizations that require another level of hierarchy in the matrix, but this matrix is detrimental to the communication as the Consulted role is gone.

===RACIQ ===
:This is an expanded version of the standard RACI, with an additional participation type:

:; ''Quality Review''
::Person who checks whether the product meets the quality requirements.

This matrix can be relevant for processes and production, but can be very useful in lean companies that have switched to short iteration development cycle, in particular for software-based companies where code quality can be reviewed.

===RACI-VS ===
:This is an expanded version, adding two roles:

:; ''Verifier''
::Person who checks whether the product meets the acceptance criteria of the product description.

:; ''Signatory''
:
::Person who ultimately approves the ''verify'' decision and authorize the group of task completion.

This matrix is relevant in case of bureaucratic organisations or industries with high requirement degrees (defence, medicine…), where the traceability of every development and the compliance with regulation are fundamental.

=== DACI ===
: This variation is made to clarify decision making.<ref>Kendrick, Tom (2006). “Results without authority: controlling a project when the team doesn't report to you.” AMACOM Books, division of the American Management Association. p.108 ISBN 0-8144-7343-1.</ref>

:; ''Driver''
::Person conducting the task, able to re-open closed discussions and have the ability to find resources.

:; ''Approver''
:: Equivalent of Accountable

:; ''Contributors''
:: Equivalent of Responsible, can work on a task but cannot re-open a discussion.

:; ''Informed''

This matrix is relevant in a context where power is split among many stakeholders in order to avoid conflicts to rise.
=== RAPID ===
:Another variation, made by Bain & Company.is '''RAPID®'''.

:; ''Recommend''
:: Person helping with the decision-making around the task.

:; ''Agree''
:: Person, that has to validate the task at the end, useful for situations where some form of regulatory sign-off is required (cf. RACI-VS). Have to be consulted during the task completion.

:; ''Perform''
:: Equivalent of Responsible.

:; ''Input''
:: Person that can help by giving inputs.

:; ''Decide''
:: Equivalent of Accountable.

This alternative is quite different from the others as it is designed for higher-level tasks or group of several tasks. However, it lists quite well all the available resources and how they can be used.
=== RATSI ===
:Another tool used in organisation design or roles analysis.

:; ''Responsibility''
:: Equivalent of Accountable

:; ''Authority''
:: Equivalent of Signatory, ultimate control the task.

:; ''Task''
:: Equivalent of Responsible

:; ''Support''
:: Person who can help with the task.

:; ''Informed''

This matrix is used to reflect the hierarchy but is detrimental of communication.

=== ARCI (decision-based) ===

:This alternative is made to put into writing who has the decision power.

:; ''Approves''
:: Person authorized to ''approve'' an answer to the decision.

:; ''Recommends''
:: Person responsible for ''recommending'' an answer to the decision.

:; ''Consulted''

:; ''Informed''
Such a matrix is useful for high-level program management where responsibilities and roles are often unclear when the organisation organigram is flat.

==Limitations==

The alternatives presented a different set of use for the RAM. It is true that a RACI matrix is a hybrid tool that presents elements of communication mixed with elements of hierarchy and responsibilities. Therefore, it is sometimes seen as a catchall tool. The variations are mainly about putting the emphasis on one or the other, either giving a focus on clearer communication or giving a focus on hierarchy definition and resource allocation. That is why a RACI matrix cannot replace basic organisation tools as an organigram and has to be used as a complement, easily understandable and quick to use, by team members.

Another concern is about updating the matrix. Not keeping up-to-date such a matrix can have disastrous consequences upon the projects if workers rely on it to determine their work plans.

Finally, the few level of detail provided by the matrix can be a problem in complex projects in which a lot of person can be consulted or in organisation with both functional and project managers whose authority in the project depend on this matrix and can have conflicting roles when referred to the matrix.
==Conclusion==
In a nutshell, a few reasons of using a RAM are<ref> Viswanathan, Balaji. [http://project-management.com/understanding-responsibility-assignment-matrix-raci-matrix/" Understanding Responsibility Assignment Matrix (RACI Matrix) "], ''[[project-management.com]]'', 8 April 2015. Retrieved on 15 September 2015.</ref>:

:*It lets the organisation know if some people are assigned with too many or too few responsibilities.
:*It keeps everybody on the same page on who is accountable for a particular task.
:*Keeps all the necessary people in the loop and reduces miscommunications.
:*It helps you optimizing communication system to keep those in the “I” category informed (through email or IM), while involving only those in the “C” categories for meetings and interactive communication

When working in team of pairs, like in academic group work, this tool is useful to put everyone in front of their responsibility without the need of a team leader.

In conclusion, RACI matrix is a great project management tool that aims to improve efficiency within the team and helps getting the tasks done faster through pertinent responsibilities, clear process of task resolution, intelligent communication and relevant interactions.
==References==
<references/>
==External Links==
* [https://www.youtube.com/watch?v=5KQvOB68Am0&list=UU-sJpy_O7zCN5zOrzWy4llQ An intuitive presentation video of RACI matrix.]

==References explainations==
↑ Bachelet, Remi. " Conception et planification de projet : outils avancés", Ecole Centrale de Lille, 19 September 2015. Retrieved on 22 September 2015.
A online course made by my former engineering School which present the basics tool of project management. We then used this tool on our 2-year-long project. It made me discover the RACI matrix two years ago.
↑ Gyani, Swapnil. " Benefits of Using the RACI-ARCI Matrix in Project Management ", PM Hut, 17 October 2008. Retrieved on 15 September 2015.
A website dedicated to project management where the author wrote very concise articles about the RAM. A good starting point for my research because the website provide a relevant overview of the important points when creating a RACI matrix.
↑ Portny, Stanley E. " How to Develop a Responsibility Assignment Matrix", Dummies Retrieved on 15 September 2015.
A very good point-by-point method to set-up a RACI matrix.
↑ " Responsibility assignment matrix ", Wikipedia.org. Retrieved on 10 September 2015.
This article provided a relevant set of alternatives to pick from in order to present the best RAM alternatives to the RACI matrix.
↑ Hightower, Rose (2008). Internal controls policies and procedures , p. 83. John Wiley & Sons. ISBN 0-470-28717-9.
A 288 page book about how to set up relevant control policies in a company. Even though this book is completed oriented towards procedures, it presents the RASCI matrix and provide an example based on the overall company (instead of one project), which shows the flexibility of the RACI matrix.
↑ Mikes, Joe . " Continuous Improvement Training ", LCE Training, 2011.
The website explaining thoughtfully the RASI matrix using a production system.
↑ Kendrick, Tom (2006). “ Results without authority: controlling a project when the team doesn't report to you.” AMACOM Books, division of the American Management Association. ISBN 0-8144-7343-1.
A very interesting management book all about managing people when you do not have a formal authority on them (which is relevant in the case of academic group work, and make the book a must-read for students). The matrix has been adapted to this context.
↑ Viswanathan, Balaji. " Understanding Responsibility Assignment Matrix (RACI Matrix) ", project-management.com, 8 April 2015. Retrieved on 15 September 2015.
A website providing a few basic information on the RACI matrix.

Talk:The Gantt chart and the usage nowadays

2015-09-22T22:29:14Z

Charles Henri Gayot:

Josef: Hello, I like your idea. See if the "chronology" idea makes sense - if the Gantt chart changed significantly over the years, then this may be interesting. Otherwise, you could for example also discuss how other project management methods related to Gantt charts (e.g. how it needs a WBS, relationship to network plans, critical path etc.)

Jacob:
First of all, a very interesting article. It's following the structure, which is a good thing in my book, and the introduction gives us a clear overview of what it is we have to read. Nevertheless, I do have some comments:

*1 reference only is too few- you need to find more references to back up what you are saying!
*I'd suggest a spellcheck - your article is understandable, but there are some spelling errors, mainly in the Limitations section, that makes understanding more difficult
*I would maybe suggest the term "History" instead of "Throwback", considering that this is a scientific article, and throwback seems more like slang to me
*The first example of a Gant chart presented here needs some text commenting it
*Your reference to PERT/CPN is fine, but I would add another reference at the bottom of your page and refer to this as well.
*I would probably list the benefits before the drawbacks and rename the section to something else than Limitations, since benefits aren't really a part of the limitations.
*One of the drawbacks mentioned is that gant charts cannot be printed out on normal paper anymore due to their size, and you say this is not a drawback anymore "because of technology". This seems to be a gross simplification, and I would certainly still call this a drawback, since most still prefers to have various diagrams and such printed out and to have them physically during meetings, rather than just see them on a screen.
*In drawbacks, at the end, you say that several drawbacks have been eliminated with time, or are not as significant in the past. Since this is a document aimed at the present, perhaps only list those that are still relevant today, and move the others to the a "past drawbacks"?

s103745 - Reviewer n°2 
First of all great work and a good article about The Gantt Chart but there are some points you should consider about your article. You have covered all the requirements of Wiki article guide.
*I am missing an introduction about The Gantt Chart itself, I think you should consider moving the Throwback to the start of the article because you’re Throwback seems to be a short introduction.
*Missing a conclusion at the end of your article.
*Missing a short description of your bibliography.
*I think you should consider finding more than one reference.
You are almost there with you article, thanks for a good video guide to how to make a Gantt chart.

 s141074 | Review n°3 

The article presents the GANTT chart in a very understable manner. But this article lacks structure in general. You should split paragraphs and add some levels of hierarchy and titles. And there is almost nothing on the usage nowadays, you should spend more time on that, and give more examples because it is really interesting! And maybe you could introduce alternatives that are used now.
Content-related:
* Sometimes a few sentences are hard to understand, a simple proof reading should be enough!
* The example provided is really nice :)
* Re-write your introduction in a more wiki-style, and remove the double table of content
* Benefits is a subparagraph of limitations!
Formal-related:
* If you have time, you can try to link more towards this wiki rather than wikipedia (PERT for instance)
* You can also put some key words in bold to ease understanding of the text.
Good luck with your writing!

Talk:PRINCE2, A Project Management Methodology

2015-09-22T22:00:56Z

Charles Henri Gayot: /* Reviewer n°1 - s141074 */

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.
* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.
* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)
* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.
* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.
* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:
* The first picture is blurry (and probably copyrighted)
* You can make a list in the Methods and Applicability part
* One small typo : "this element us a core concept
* You should rework the hierarchy, it is sometimes hard to follow (you should use "==" for your main titles rather than "=".
But very nice work otherwise!

Talk:PRINCE2, A Project Management Methodology

2015-09-22T22:00:31Z

Charles Henri Gayot:

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.
* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.
* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)
* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.
* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.
* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:
* The first picture is blurry (and probably copyrighted)
* You can make a list in the Methods and Applicability part
* One small typo : "this element us a core concept"
* You should rework the hierarchy, it is sometimes hard to follow (you should use """==""" for your main titles rather than """=""".
But very nice work otherwise!

Talk:Fault tree analysis

2015-09-22T21:38:23Z

Charles Henri Gayot:

Anna: Very nice, I like that you have chosen Risk Management as the overall topic but narrowed your scope to only talk about a specific tool. Nice to see that you have already thought about the structure also.

Gaetangarnotel - Reviewer n°3 
Hello :) 
First of all, I want to say that I think that your article is quite good, I liked it when I read it, and in overall, it has been clear to me. Yet, I have some recommendations that you could follow if you think that they are relevant:
* In your introduction, I would not talk about the limitations of the method yet. As I consider it, the introduction aims to tease people, give the will to read more. In fact, it is in the conclusion that I would summarize the all article and write one or two sentences on the limitations. By the way, you should definitely write a conclusion. This part is absolutely fundamental.
* In the "concept and purpose", we cannot read very clearly the figure. You have many solutions to fix the problem. First, try to summarize a little and get rid of some parts. Second, change the colors to create a better contrast. Third, put a little window instead of a big one and ask the reader to go to the picture's page so we have it in its real size. Moreover, if you say "figure 1 shows", you should actually put "Figure 1:..." under the picture.
* I would say that the "history" part should be more elaborated. I have the feeling that such a method comes from a long time so you may find more information to share on that point. But I may be wrong.
* All in all, I would say that your big parts would benefit from having a small introduction to explain the main lines you will tell about.
As a final word, there is still work to do so you can hand it in but you are on the right track.

s141074- Reviewer n°2 
Hej! I really liked the article for two reasons : the "wiki" style and the clarity of what you have said. Now, I would be able to make a FTA, so you manage to get to the main point!
However, here are a few suggestions.
About the content:
*You don't really link the topic to Risk Management. You have a probability of a certain risk, then how do you use it? You could give a few example, maybe directly in the wiki.
* Even better, state a full example of Risk Management using FTA: when you talk about the history of the FTA, develop in which case it was used so that we better understand when to use it.
*We don't know if the result is accurate: you offer "limitations", but you could have a part about Alternatives/See Also (eventually linked to Wikipedia for instance)
*Just out of curiosity, yousay that the probability of the final event is then calculated from the probability of the initial events, is it just a simple multiplication?
*About the "The whole picture is not covered" limitation, is there tool to check the quality of the tree or it is a subjective tool?
Some formal aspects:
*Having two tables of contents is a bit weird, you should skip the explanation of your parts
*The FTA is hard to read, you should increase the font size.
*The "limitations" part has a very strange repetition, delete the initial list of limitations
That's it, very nice article otherwise and very easy to follow!

s103745 - Reviewer n°1 
First of all thanks for a great article about the Fault Tree Analysis, you have done a great job and you meet almost all the requirements of the Wiki article guide but there are some few points you may consider about.
* Great job on figure 1 but the quality of your figure is not good maybe you should create a caption for your figure and make it little smaller.
* An introduction for the Application part is missing, it will be better if you give a short introduction to where the FTA is used or can be used.
* Maybe you should consider moving history part to the top of your article before Big Idea.
* A conclusion and an annotated bibliography would be a great idea to finish your article with.

Some small changes to you article you will be done in no time, keep up the good contribution to science.

Talk:Fault tree analysis

2015-09-22T21:37:51Z

Charles Henri Gayot:

Anna: Very nice, I like that you have chosen Risk Management as the overall topic but narrowed your scope to only talk about a specific tool. Nice to see that you have already thought about the structure also.

Gaetangarnotel - Reviewer n°3 
Hello :) 
First of all, I want to say that I think that your article is quite good, I liked it when I read it, and in overall, it has been clear to me. Yet, I have some recommendations that you could follow if you think that they are relevant:
* In your introduction, I would not talk about the limitations of the method yet. As I consider it, the introduction aims to tease people, give the will to read more. In fact, it is in the conclusion that I would summarize the all article and write one or two sentences on the limitations. By the way, you should definitely write a conclusion. This part is absolutely fundamental.
* In the "concept and purpose", we cannot read very clearly the figure. You have many solutions to fix the problem. First, try to summarize a little and get rid of some parts. Second, change the colors to create a better contrast. Third, put a little window instead of a big one and ask the reader to go to the picture's page so we have it in its real size. Moreover, if you say "figure 1 shows", you should actually put "Figure 1:..." under the picture.
* I would say that the "history" part should be more elaborated. I have the feeling that such a method comes from a long time so you may find more information to share on that point. But I may be wrong.
* All in all, I would say that your big parts would benefit from having a small introduction to explain the main lines you will tell about.
As a final word, there is still work to do so you can hand it in but you are on the right track.

s141074- Reviewer n°3 
Hej! I really liked the article for two reasons : the "wiki" style and the clarity of what you have said. Now, I would be able to make a FTA, so you manage to get to the main point!
However, here are a few suggestions.
About the content:
*You don't really link the topic to Risk Management. You have a probability of a certain risk, then how do you use it? You could give a few example, maybe directly in the wiki.
* Even better, state a full example of Risk Management using FTA: when you talk about the history of the FTA, develop in which case it was used so that we better understand when to use it.
*We don't know if the result is accurate: you offer "limitations", but you could have a part about Alternatives/See Also (eventually linked to Wikipedia for instance)
*Just out of curiosity, yousay that the probability of the final event is then calculated from the probability of the initial events, is it just a simple multiplication?
*About the "The whole picture is not covered" limitation, is there tool to check the quality of the tree or it is a subjective tool?
Some formal aspects:
*Having two tables of contents is a bit weird, you should skip the explanation of your parts
*The FTA is hard to read, you should increase the font size.
*The "limitations" part has a very strange repetition, delete the initial list of limitations
That's it, very nice article otherwise and very easy to follow!

s103745 - Reviewer n°1 
First of all thanks for a great article about the Fault Tree Analysis, you have done a great job and you meet almost all the requirements of the Wiki article guide but there are some few points you may consider about.
* Great job on figure 1 but the quality of your figure is not good maybe you should create a caption for your figure and make it little smaller.
* An introduction for the Application part is missing, it will be better if you give a short introduction to where the FTA is used or can be used.
* Maybe you should consider moving history part to the top of your article before Big Idea.
* A conclusion and an annotated bibliography would be a great idea to finish your article with.

Some small changes to you article you will be done in no time, keep up the good contribution to science.

Responsibility Assignment Matrix (RACI Matrix)

2015-09-22T00:25:50Z

Charles Henri Gayot:

A '''Responsibility Assignment Matrix''' (RAM), also known as '''RACI matrix''' or ARCI matrix or linear responsibility chart (LRC), is a project management tool mainly used to define the roles and the responsibilities in a very simple and straightforward way for each task of a project. It is very useful to have an overview of the projects (or processes) which require cross-collaboration with multiple departments. It is fast and easy to use, and is perfectly suitable for group work at university<ref> Bachelet, Remi. [http://gestiondeprojet.pm/planification-projet/ " Conception et planification de projet : outils avancés"], ''[[Ecole Centrale de Lille]]'', 19 September 2015. Retrieved on 22 September 2015.</ref>. The example will describe the project management simulation that the class participated in.

==Overview==

The purpose of RAM matrix is to solve a constant problem in teams in which members do not necessarily knows the tasks and responsibilities of one another, either due to a poor management, to an unusual project, when teams are allowed to self-organize, etc. The problem at hand is that '''people either do not work together, share knowledge or have responsibilities to deliver a task'''. Why? Because it is frequent to assume that somebody else is taking care of a particular task or work, which is not the case in reality. In addition, pointing fingers and blaming afterwards for a task that is not properly done is also very easy. Among the factors that contribute to poor performance of a team, unclear responsibilities and accountabilities and poor teammate communication pose a significant risk.

The more complex, time-sensitive or mission-critical is a project, the more worthy it is to take the time to think through the roles that the team members must play in every task that the team undertakes. It is also worthy when team members have not collaborated before, either in an academic context or in the case of a cross-functional collaboration. If not everything comes clear to everyone’s mind, there will most likely be gaps, duplication and confusion. As a result, working in the team will become frustrating, inefficient and results are going to suffer <ref> Gyani, Swapnil. [http://www.pmhut.com/the-raci-arci-matrix-for-structuring-roles-in-project-management-introduction " Benefits of Using the RACI-ARCI Matrix in Project Management "], ''[[PM Hut]]'', 17 October 2008. Retrieved on 15 September 2015.</ref>. In these situations, the delegation of tasks and other responsibilities can be too important to leave to chance; the manager has to set up a RAM or RACI matrix.

==Use and Examples==
Here is (finally) the explanation of the RACI acronym, which reflects the main points to consider when establishing a RAM. RACI stands for the four keys:

;Responsible
:That has to do the task (Compulsory)

;Accountable
: That is ultimately answerable for the work, that has authority for delegating the "Responsibles" (Compulsory, only one)

;Consulted
:That can be consulted if necessary (typically experts), with who a ""two-way"" communication is needed.

;Informed
:That need to be keep up-to-date on progress, with who a ""one-way"" communication is needed.

===How to use a RAM===
Here is an example of a RAM.

[[File:RACI 1.png]]

On the first column, we find all the tasks as they were previously divided according to the Work Breakdown Structure (link) or similar. Thus, a RACI matrix can be used locally on a small branch of the WBS, which is more convenient but does not gather a lot of knowledge around the project, or globally which is more messy but convey useful “who to contact” info.
On the first row, there are the names or the job positions (depending on the style of management) of everybody involved in accomplishing the stated tasks.
In the table, we find the initial for the level of involvement and accountability of every one for every task to be done. For example, to manage activities:
:*Louis is Accountable, ultimately responsible for the achievement of the task.
:*Edvinas is Responsible, helping Louis to achieve the task.
:*Gaëtan is Consultant, because he is accountable on a task directly linked to Activities, so a permanent consultation between those two is needed.
:*Charles and Elektra are Informed.
The concept is quite simple to follow, isn’t it?
====Downloading the template====
To create your own RACI matrix/RAM, just download this template, which provide you a few improvements compared to the one you would do by hand. You can download this Excel spreadsheet here.
====Using the template====

;Step 1
Once downloaded and opened, you should be on the first sheet called “Start Here”. You should see a table like this:

[[File:RACI 2.png]]

From there, fill out the “Name or Job Function” column with everyone involved in the project. Once done, choose the “Levels of Responsibilities”. By default, it is R,A,C,I but it is meant to be flexible to fit the management style of the company, see [[../#Alternatives and Variations]]. You can also type a quick description of what each letter stands for, so that a “newbie” can understand right away what every letter means. Keep in mind this is a tool intended for everyone, not only managers.

;Step 2
:Go to the “RAM | RACI matrix “sheet and develop a complete list of task and deliverables for the project. It should be the same breakdown than the one in the WBS (if any). Enter them in the first column.

;Step 3
:Discuss with all team members how they will each support the work to produce the different project deliverables.
For each of their assignments, discuss the level of their responsibility and authority, as well as the specific work they will perform. Also, discuss with them any involvement that others will have on their activities. If specific people have not yet been identified for certain activities, consult with people who have done those types of activities before<ref> Portny, Stanley E. [http://www.dummies.com/how-to/content/how-to-develop-a-responsibility-assignment-matrix.html " How to Develop a Responsibility Assignment Matrix"], ''[[Dummies]]'' Retrieved on 15 September 2015.</ref>.

;Step 4
:Prepare an initial draft of the RAM.
Draw the table for your chart, and enter your project’s deliverables in the left-hand column and the people who will support the activities in the first row. In the cells formed by the intersection of each row and column, enter the roles that each person will have (based on the discussions you have with your team members in Step 3). The template offers a drop-down menu to select roles to make it easier.

;Step 5
:Have the people whom you consulted in Step 3 review and approve the draft chart.
If people agree with the chart, ask them to indicate their agreement in writing. If they express concerns about some aspects, ask them to note their concerns.

;Step 6
If some of your team members do not approve the draft chart, revise the chart to address their concerns and ask all people who gave input to review and approve the revised chart.
If you make any changes to the draft RAM, have all your team members review and approve the revised chart, especially if they already approved the prior version.

;Step 7
:Go back to Step 5 and continue the process until everyone you consulted in Step 3 approves the chart.

;About complex projects

For complex projects, the RAM can be quite large. As a result, keeping the chart current and consulting throughout the project with all the people identified can be time-consuming. However, having a chart with incorrect information can result in duplicated efforts and overlooked activities.
Follow these suggestions to keep your RAM accurate and current throughout the project.

Develop a hierarchy of charts: Including 50 or more activities on the same RAM can be cumbersome, so consider developing a series of nested charts for larger projects (also known as a hierarchy of charts). Prepare a high-level chart that identifies responsibilities for higher-level components in your Work Breakdown Structure (such as project phases and major deliverables), and then develop separate charts that detail responsibilities for lower-level deliverables and work packages.

;A few checks before validation

:*At least one person must be assigned for “R” and “A” roles. If the task is simple though, there is no need of an “A” role.
:*Only one person can be assigned as “A”. Responsibilities can be shared but accountabilities have to be unique. This is all the more relevant when this organization chart is flat, which is quite often in Denmark, because the direct supervisor might not be aware of the task.
:*If there are many people in the “C” category, figure out if all of them need to be in the loop. Consider moving some of them to the “I” category. Also keep the “I” category to a minimum to reduce e-mail (or Slack) spamming.
===Using the game simulation as an example===
In the provided template, the example taken is the one from the simulation game run in class at the beginning of the semester. For those who have not done it, here is the game in brief. It was a project management simulation on a turn per turn model for the construction of new offices. Each team had to build their offices by ordering procurement, hiring, laying off, allocating and deallocating workers, taking and refunding a loan while being affected by external events. The final score is then calculated according to the profit made, the initial bid and the rapidity of the project execution. Every turn had a limited time so being organized was compulsory.
To optimize the process of each turn (it is interesting to notice how a turn can be compared to one increment in an agile system (link) in many aspects), the group distributed the tasks during a preparation meeting during which everyone agreed on the tasks to be done and how to split them. That is the moment where we filled out the RACI matrix.
In preparation for the beginning of the simulation game, the team members had to review what they had to do and master before the game starts. The RACI matrix gave that information right away. During the game, it was used to see who to consult when to take decisions that would affect multiple parties. That created a smooth controlling framework that enabled fast decision-making, which was the core of the game.
==Applications and Impact in Project Management==
Here are a few reasons of using a RAM<ref> Viswanathan, Balaji. [http://project-management.com/understanding-responsibility-assignment-matrix-raci-matrix/" Understanding Responsibility Assignment Matrix (RACI Matrix) "], ''[[project-management.com]]'', 8 April 2015. Retrieved on 15 September 2015.</ref>:

:*It lets the organization know if some people are assigned with too many or too few responsibilities.

:*It keeps everybody on the same page on who is accountable for a particular task.
:*Keeps all the necessary people in the loop and reduces miscommunications.
:*It helps you develop a simple communication system to keep those in the “I” category informed (through email or IM), while involving only those in the “C” categories for meetings and interactive communication. This saves everybody’s time.

==Alternatives and Variations ==
A responsibility assignment matrix is a tool designed to fit every project, so multiple alternatives exist to answer the need of project manager to either fit the company management culture around projects or simply to grasp the complexity or the specificities of a project. Here are a few relevant alternatives <ref> [https://en.wikipedia.org/wiki/Responsibility_assignment_matrix " Responsibility assignment matrix "], ''[[Wikipedia.org]]''. Retrieved on 10 September 2015.</ref>.
=== PACSI ===
: This is a version very useful to organizations where the output of activities under the accountability of a single person/function can be reviewed and vetoed by multiple stakeholders, due to the collaborative nature of the culture.

:; ''Perform''
:
:: The person/function carrying out the activity.

:; ''Accountable''
:
:: The person/function ultimately answerable for the correct and thorough completion of the deliverable or task, and often the one who delegates the work to the performer.

:; ''Control''
:
:: The person/function reviewing the result of the activity (other than the accountable). He or she has a right of veto; his or her advice is binding.

:; ''Suggest''
:
:: The person/function consulted to give advice based upon recognized expertise. The advice is non-binding.

:; ''Informed''
:
:: The person/function who must be informed of the result of the activity.

=== RASCI ===
:This is an expanded version <ref> Hightower, Rose (2008). '' Internal controls policies and procedures '', p. 83. John Wiley & Sons. ISBN 0-470-28717-9.</ref>
of the standard RACI, less frequently known as ''RASIC'' breaking the ''responsible'' participation into:

:; ''Responsible''
:
::Those responsible for the task, who ensure that it is done as per the ''approver''

:; ''Support''
:: Resources allocated to ''responsible''. Unlike ''consulted'', who may provide input to the task, ''support'' help complete the task.

=== RASI ===
:This is an alternative version <ref> Mikes, Joe . [http://www.lce.com/Training_Speeds_Continuous_Improvement_448-item.html" Continuous Improvement Training "], ''[[LCE Training]]'', 2011.</ref> of the standard RACI, foregoing the ''consulted'' participation and replacing it with:

:; ''Support''
:: Resources which play a supporting role in implementation.

=== RACIQ ===
:This is an expanded version of the standard RACI, with an additional participation type:

:; ''Quality Review''
:: Those who check whether the product meets the quality requirements.

=== RACI-VS ===
:This is an expanded version of the standard RACI, with two additional participation types:

:; ''Verifier''
:: Those who check whether the product meets the acceptance criteria set forth in the product description.

:; ''Signatory''
:
::Those who approve the ''verify'' decision and authorize the product hand-off. It seems to make sense that the ''signatory'' should be the party being ''accountable'' for its success.

=== CAIRO ===
:This is an expanded version <ref> Bolman, Lee (2008) '' Reframing organizations: artistry, choice, and leadership'', p. 112. John Wiley & Sons. ISBN 0-7879-8799-9.</ref> of the standard RACI, also known as ''RACIO'’<ref> Dickstein, Dennis (2008)'' No Excuses: A Business Process Approach to Managing Operational Risk''. John Wiley & Sons. ISBN 0-470-48110-2.</ref>with one additional participation type.

:; ''Out of the loop'' (or ''omitted'')
:: Designating individuals or groups who are specifically not part of the task. Specifying that a resource does not participate can be as beneficial to a task's completion as specifying those who do participate.

=== DACI ===
:Another version that has been used to centralize decision making, and clarify who can re-open discussions.<ref>Kendrick, Tom (2006). “ Results without authority: controlling a project when the team doesn't report to you.” AMACOM Books, division of the American Management Association. ISBN 0-8144-7343-1.</ref>

:; ''Driver''
:: A single ''driver'' of overall project like the person steering a car.

:; ''Approver''
:: One or more ''approver''s who make most project decisions, and are responsible if it fails.

:; ''Contributors''
:: Are the worker-bees who are responsible for deliverables; and with whom there is two-way communication.

:; ''Informed''
:: Those who are impacted by the project and are provided status and informed of decisions; and with whom there is one-way communication.

=== RAPID ===
:Another tool used to clarify decision roles and thereby improve decision making overall is '''RAPID®''', which was created by and is a registered trademark of Bain & Company.

:; ''Recommend''
:: The ''Recommend'' role typically involves 80 percent of the work in a decision. The recommender gathers relevant input and proposes a course of action—sometimes alternative courses, complete with pros and cons so that the decision maker's choices are as clear, simple and timely as possible.

:; ''Agree''
:: The ''Agree'' role represents a formal approval of a recommendation. The 'A' and the 'R' should work together to come to a mutually satisfactory proposal to bring forward to the Decider.But not all decisions will need an Agree role, as this is typically reserved for those situations where some form of regulatory or compliance sign-off is required.

:; ''Perform''
:: The ''Perform'' role defines who is accountable for executing or implementing the decision once it is made. Best-practice companies typically define P's and gather input from them early in the process

:; ''Input''
:: The ''Input'' role provides relevant information and facts so that the Recommender and Decider can assess all the relevant facts to make the right decision. However, the 'I' role is strictly advisory. Recommenders should consider all input, but they do not have to reflect every point of view in the final recommendation.

:; ''Decide''
:: The ''Decide'' role is for the single person who ultimately is accountable for making the final decision, committing the group to action and ensuring the decision is implemented.

=== RATSI ===
:Another tool used in organisation design or roles analysis.

:; ''Responsibility''
:: Identify who is in charge of making sure the work is done.

:; ''Authority''
:: Identify who has final decision power on the work.

:; ''Task''
:: Identify who actually does the work.

:; ''Support''
:: Identify who is involved to provide support to the work.

:; ''Informed''
:: Identify who is informed that the work has been done (or will be started)

=== ARCI (decision-based) ===

:This alternative is focused only on documenting who has the authority to make which decisions. This can work across all sized work groups.

:; ''Approves''
:: Authorized to ''approve'' an answer to the decision.

:; ''Recommends''
:: Responsible to ''recommend'' an answer to the decision.

:; ''Consulted''
:: Those whose opinions are sought; and with whom there is two-way communication.

:; ''Informed''
:: Those who are informed after the decision is made; and with whom there is one-way communication.
==Limitations==
The RAM is very useful for everyone to be on the same page, but it is sometimes seen as a “quick and dirty” tool that mixes multiple aspects, as communication, hierarchy or responsibilities. Consequently, some managers think it overrides their direct management or some other tools they are using. If the different tools do not distribute the responsibilities the same way, then miscommunication will affect the project.
==Conclusion==
In conclusion, RACI matrix is a great project management tool that greatly improves the communication within the team and helps getting the tasks done faster. If used right it would reduce the amount of email noise (getting emails for tasks that you do not need to be informed of) and helps the whole team to stay productive.
==References==
<references/>
==External Links==
* [https://www.youtube.com/watch?v=5KQvOB68Am0&list=UU-sJpy_O7zCN5zOrzWy4llQ An intuitive presentation video of RACI matrix.]

Responsibility Assignment Matrix (RACI Matrix)

2015-09-22T00:24:56Z

Charles Henri Gayot:

A '''Responsibility Assignment Matrix''' (RAM), also known as '''RACI matrix''' or ARCI matrix or linear responsibility chart (LRC), is a project management tool mainly used to define the roles and the responsibilities in a very simple and straightforward way for each task of a project. It is very useful to have an overview of the projects (or processes) which require cross-collaboration with multiple departments. It is fast and easy to use, and is perfectly suitable for group work at university<ref> Bachelet, Remi. [http://gestiondeprojet.pm/planification-projet/ " Conception et planification de projet : outils avancés"], ''[[Ecole Centrale de Lille]]'', 19 September 2015. Retrieved on 22 September 2015.</ref>. The example will describe the project management simulation that the class participated in.

==Overview==

The purpose of RAM matrix is to solve a constant problem in teams in which members do not necessarily knows the tasks and responsibilities of one another, either due to a poor management, to an unusual project, when teams are allowed to self-organize, etc. The problem at hand is that '''people either do not work together, share knowledge or have responsibilities to deliver a task'''. Why? Because it is frequent to assume that somebody else is taking care of a particular task or work, which is not the case in reality. In addition, pointing fingers and blaming afterwards for a task that is not properly done is also very easy. Among the factors that contribute to poor performance of a team, unclear responsibilities and accountabilities and poor teammate communication pose a significant risk.

The more complex, time-sensitive or mission-critical is a project, the more worthy it is to take the time to think through the roles that the team members must play in every task that the team undertakes. It is also worthy when team members have not collaborated before, either in an academic context or in the case of a cross-functional collaboration. If not everything comes clear to everyone’s mind, there will most likely be gaps, duplication and confusion. As a result, working in the team will become frustrating, inefficient and results are going to suffer <ref> Gyani, Swapnil. [http://www.pmhut.com/the-raci-arci-matrix-for-structuring-roles-in-project-management-introduction " Benefits of Using the RACI-ARCI Matrix in Project Management "], ''[[PM Hut]]'', 17 October 2008. Retrieved on 15 September 2015.</ref>. In these situations, the delegation of tasks and other responsibilities can be too important to leave to chance; the manager has to set up a RAM or RACI matrix.

==Use and Examples==
Here is (finally) the explanation of the RACI acronym, which reflects the main points to consider when establishing a RAM. RACI stands for the four keys:

;Responsible
:That has to do the task (Compulsory)

;Accountable
: That is ultimately answerable for the work, that has authority for delegating the "Responsibles" (Compulsory, only one)

;Consulted
:That can be consulted if necessary (typically experts), with who a ""two-way"" communication is needed.

;Informed
:That need to be keep up-to-date on progress, with who a ""one-way"" communication is needed.

===How to use a RAM===
Here is an example of a RAM.

[[File:RACI 1.png]]
On the first column, we find all the tasks as they were previously divided according to the Work Breakdown Structure (link) or similar. Thus, a RACI matrix can be used locally on a small branch of the WBS, which is more convenient but does not gather a lot of knowledge around the project, or globally which is more messy but convey useful “who to contact” info.
On the first row, there are the names or the job positions (depending on the style of management) of everybody involved in accomplishing the stated tasks.
In the table, we find the initial for the level of involvement and accountability of every one for every task to be done. For example, to manage activities:
:*Louis is Accountable, ultimately responsible for the achievement of the task.
:*Edvinas is Responsible, helping Louis to achieve the task.
:*Gaëtan is Consultant, because he is accountable on a task directly linked to Activities, so a permanent consultation between those two is needed.
:*Charles and Elektra are Informed.
The concept is quite simple to follow, isn’t it?
====Downloading the template====
To create your own RACI matrix/RAM, just download this template, which provide you a few improvements compared to the one you would do by hand. You can download this Excel spreadsheet here.
====Using the template====

;Step 1
Once downloaded and opened, you should be on the first sheet called “Start Here”. You should see a table like this:

[[File:RACI 2.png]]

From there, fill out the “Name or Job Function” column with everyone involved in the project. Once done, choose the “Levels of Responsibilities”. By default, it is R,A,C,I but it is meant to be flexible to fit the management style of the company, see [[../#Alternatives and Variations]]. You can also type a quick description of what each letter stands for, so that a “newbie” can understand right away what every letter means. Keep in mind this is a tool intended for everyone, not only managers.

;Step 2
:Go to the “RAM | RACI matrix “sheet and develop a complete list of task and deliverables for the project. It should be the same breakdown than the one in the WBS (if any). Enter them in the first column.

;Step 3
:Discuss with all team members how they will each support the work to produce the different project deliverables.
For each of their assignments, discuss the level of their responsibility and authority, as well as the specific work they will perform. Also, discuss with them any involvement that others will have on their activities. If specific people have not yet been identified for certain activities, consult with people who have done those types of activities before<ref> Portny, Stanley E. [http://www.dummies.com/how-to/content/how-to-develop-a-responsibility-assignment-matrix.html " How to Develop a Responsibility Assignment Matrix"], ''[[Dummies]]'' Retrieved on 15 September 2015.</ref>.

;Step 4
:Prepare an initial draft of the RAM.
Draw the table for your chart, and enter your project’s deliverables in the left-hand column and the people who will support the activities in the first row. In the cells formed by the intersection of each row and column, enter the roles that each person will have (based on the discussions you have with your team members in Step 3). The template offers a drop-down menu to select roles to make it easier.

;Step 5
:Have the people whom you consulted in Step 3 review and approve the draft chart.
If people agree with the chart, ask them to indicate their agreement in writing. If they express concerns about some aspects, ask them to note their concerns.

;Step 6
If some of your team members do not approve the draft chart, revise the chart to address their concerns and ask all people who gave input to review and approve the revised chart.
If you make any changes to the draft RAM, have all your team members review and approve the revised chart, especially if they already approved the prior version.

;Step 7
:Go back to Step 5 and continue the process until everyone you consulted in Step 3 approves the chart.

;About complex projects

For complex projects, the RAM can be quite large. As a result, keeping the chart current and consulting throughout the project with all the people identified can be time-consuming. However, having a chart with incorrect information can result in duplicated efforts and overlooked activities.
Follow these suggestions to keep your RAM accurate and current throughout the project.

Develop a hierarchy of charts: Including 50 or more activities on the same RAM can be cumbersome, so consider developing a series of nested charts for larger projects (also known as a hierarchy of charts). Prepare a high-level chart that identifies responsibilities for higher-level components in your Work Breakdown Structure (such as project phases and major deliverables), and then develop separate charts that detail responsibilities for lower-level deliverables and work packages.

;A few checks before validation

:*At least one person must be assigned for “R” and “A” roles. If the task is simple though, there is no need of an “A” role.
:*Only one person can be assigned as “A”. Responsibilities can be shared but accountabilities have to be unique. This is all the more relevant when this organization chart is flat, which is quite often in Denmark, because the direct supervisor might not be aware of the task.
:*If there are many people in the “C” category, figure out if all of them need to be in the loop. Consider moving some of them to the “I” category. Also keep the “I” category to a minimum to reduce e-mail (or Slack) spamming.
===Using the game simulation as an example===
In the provided template, the example taken is the one from the simulation game run in class at the beginning of the semester. For those who have not done it, here is the game in brief. It was a project management simulation on a turn per turn model for the construction of new offices. Each team had to build their offices by ordering procurement, hiring, laying off, allocating and deallocating workers, taking and refunding a loan while being affected by external events. The final score is then calculated according to the profit made, the initial bid and the rapidity of the project execution. Every turn had a limited time so being organized was compulsory.
To optimize the process of each turn (it is interesting to notice how a turn can be compared to one increment in an agile system (link) in many aspects), the group distributed the tasks during a preparation meeting during which everyone agreed on the tasks to be done and how to split them. That is the moment where we filled out the RACI matrix.
In preparation for the beginning of the simulation game, the team members had to review what they had to do and master before the game starts. The RACI matrix gave that information right away. During the game, it was used to see who to consult when to take decisions that would affect multiple parties. That created a smooth controlling framework that enabled fast decision-making, which was the core of the game.
==Applications and Impact in Project Management==
Here are a few reasons of using a RAM<ref> Viswanathan, Balaji. [http://project-management.com/understanding-responsibility-assignment-matrix-raci-matrix/" Understanding Responsibility Assignment Matrix (RACI Matrix) "], ''[[project-management.com]]'', 8 April 2015. Retrieved on 15 September 2015.</ref>:

:It lets the organization know if some people are assigned with too many or too few responsibilities.

:It keeps everybody on the same page on who is accountable for a particular task.
:Keeps all the necessary people in the loop and reduces miscommunications.
:It helps you develop a simple communication system to keep those in the “I” category informed (through email or IM), while involving only those in the “C” categories for meetings and interactive communication. This saves everybody’s time.

==Alternatives and Variations ==
A responsibility assignment matrix is a tool designed to fit every project, so multiple alternatives exist to answer the need of project manager to either fit the company management culture around projects or simply to grasp the complexity or the specificities of a project. Here are a few relevant alternatives <ref> [https://en.wikipedia.org/wiki/Responsibility_assignment_matrix " Responsibility assignment matrix "], ''[[Wikipedia.org]]''. Retrieved on 10 September 2015.</ref>.
=== PACSI ===
: This is a version very useful to organizations where the output of activities under the accountability of a single person/function can be reviewed and vetoed by multiple stakeholders, due to the collaborative nature of the culture.

:; ''Perform''
:
:: The person/function carrying out the activity.

:; ''Accountable''
:
:: The person/function ultimately answerable for the correct and thorough completion of the deliverable or task, and often the one who delegates the work to the performer.

:; ''Control''
:
:: The person/function reviewing the result of the activity (other than the accountable). He or she has a right of veto; his or her advice is binding.

:; ''Suggest''
:
:: The person/function consulted to give advice based upon recognized expertise. The advice is non-binding.

:; ''Informed''
:
:: The person/function who must be informed of the result of the activity.

=== RASCI ===
:This is an expanded version <ref> Hightower, Rose (2008). '' Internal controls policies and procedures '', p. 83. John Wiley & Sons. ISBN 0-470-28717-9.</ref>
of the standard RACI, less frequently known as ''RASIC'' breaking the ''responsible'' participation into:

:; ''Responsible''
:
::Those responsible for the task, who ensure that it is done as per the ''approver''

:; ''Support''
:: Resources allocated to ''responsible''. Unlike ''consulted'', who may provide input to the task, ''support'' help complete the task.

=== RASI ===
:This is an alternative version <ref> Mikes, Joe . [http://www.lce.com/Training_Speeds_Continuous_Improvement_448-item.html" Continuous Improvement Training "], ''[[LCE Training]]'', 2011.</ref> of the standard RACI, foregoing the ''consulted'' participation and replacing it with:

:; ''Support''
:: Resources which play a supporting role in implementation.

=== RACIQ ===
:This is an expanded version of the standard RACI, with an additional participation type:

:; ''Quality Review''
:: Those who check whether the product meets the quality requirements.

=== RACI-VS ===
:This is an expanded version of the standard RACI, with two additional participation types:

:; ''Verifier''
:: Those who check whether the product meets the acceptance criteria set forth in the product description.

:; ''Signatory''
:
::Those who approve the ''verify'' decision and authorize the product hand-off. It seems to make sense that the ''signatory'' should be the party being ''accountable'' for its success.

=== CAIRO ===
:This is an expanded version <ref> Bolman, Lee (2008) '' Reframing organizations: artistry, choice, and leadership'', p. 112. John Wiley & Sons. ISBN 0-7879-8799-9.</ref> of the standard RACI, also known as ''RACIO'’<ref> Dickstein, Dennis (2008)'' No Excuses: A Business Process Approach to Managing Operational Risk''. John Wiley & Sons. ISBN 0-470-48110-2.</ref>with one additional participation type.

:; ''Out of the loop'' (or ''omitted'')
:: Designating individuals or groups who are specifically not part of the task. Specifying that a resource does not participate can be as beneficial to a task's completion as specifying those who do participate.

=== DACI ===
:Another version that has been used to centralize decision making, and clarify who can re-open discussions.<ref>Kendrick, Tom (2006). “ Results without authority: controlling a project when the team doesn't report to you.” AMACOM Books, division of the American Management Association. ISBN 0-8144-7343-1.</ref>

:; ''Driver''
:: A single ''driver'' of overall project like the person steering a car.

:; ''Approver''
:: One or more ''approver''s who make most project decisions, and are responsible if it fails.

:; ''Contributors''
:: Are the worker-bees who are responsible for deliverables; and with whom there is two-way communication.

:; ''Informed''
:: Those who are impacted by the project and are provided status and informed of decisions; and with whom there is one-way communication.

=== RAPID ===
:Another tool used to clarify decision roles and thereby improve decision making overall is '''RAPID®''', which was created by and is a registered trademark of Bain & Company.

:; ''Recommend''
:: The ''Recommend'' role typically involves 80 percent of the work in a decision. The recommender gathers relevant input and proposes a course of action—sometimes alternative courses, complete with pros and cons so that the decision maker's choices are as clear, simple and timely as possible.

:; ''Agree''
:: The ''Agree'' role represents a formal approval of a recommendation. The 'A' and the 'R' should work together to come to a mutually satisfactory proposal to bring forward to the Decider.But not all decisions will need an Agree role, as this is typically reserved for those situations where some form of regulatory or compliance sign-off is required.

:; ''Perform''
:: The ''Perform'' role defines who is accountable for executing or implementing the decision once it is made. Best-practice companies typically define P's and gather input from them early in the process

:; ''Input''
:: The ''Input'' role provides relevant information and facts so that the Recommender and Decider can assess all the relevant facts to make the right decision. However, the 'I' role is strictly advisory. Recommenders should consider all input, but they do not have to reflect every point of view in the final recommendation.

:; ''Decide''
:: The ''Decide'' role is for the single person who ultimately is accountable for making the final decision, committing the group to action and ensuring the decision is implemented.

=== RATSI ===
:Another tool used in organisation design or roles analysis.

:; ''Responsibility''
:: Identify who is in charge of making sure the work is done.

:; ''Authority''
:: Identify who has final decision power on the work.

:; ''Task''
:: Identify who actually does the work.

:; ''Support''
:: Identify who is involved to provide support to the work.

:; ''Informed''
:: Identify who is informed that the work has been done (or will be started)

=== ARCI (decision-based) ===

:This alternative is focused only on documenting who has the authority to make which decisions. This can work across all sized work groups.

:; ''Approves''
:: Authorized to ''approve'' an answer to the decision.

:; ''Recommends''
:: Responsible to ''recommend'' an answer to the decision.

:; ''Consulted''
:: Those whose opinions are sought; and with whom there is two-way communication.

:; ''Informed''
:: Those who are informed after the decision is made; and with whom there is one-way communication.
==Limitations==
The RAM is very useful for everyone to be on the same page, but it is sometimes seen as a “quick and dirty” tool that mixes multiple aspects, as communication, hierarchy or responsibilities. Consequently, some managers think it overrides their direct management or some other tools they are using. If the different tools do not distribute the responsibilities the same way, then miscommunication will affect the project.
==Conclusion==
In conclusion, RACI matrix is a great project management tool that greatly improves the communication within the team and helps getting the tasks done faster. If used right it would reduce the amount of email noise (getting emails for tasks that you do not need to be informed of) and helps the whole team to stay productive.
==References==
<references/>
==External Links==
* [https://www.youtube.com/watch?v=5KQvOB68Am0&list=UU-sJpy_O7zCN5zOrzWy4llQ An intuitive presentation video of RACI matrix.]

Talk:Responsibility Assignment Matrix (RACI Matrix)

2015-09-22T00:23:00Z

Charles Henri Gayot:

Talk:Responsibility Assignment Matrix (RACI Matrix)

2015-09-22T00:22:41Z

Charles Henri Gayot:

Responsibility Assignment Matrix (RACI Matrix)

2015-09-22T00:20:09Z

Charles Henri Gayot:

A '''Responsibility Assignment Matrix''' (RAM), also known as '''RACI matrix''' or ARCI matrix or linear responsibility chart (LRC), is a project management tool mainly used to define the roles and the responsibilities in a very simple and straightforward way for each task of a project. It is very useful to have an overview of the projects (or processes) which require cross-collaboration with multiple departments. It is fast and easy to use, and is perfectly suitable for group work at university<ref> Bachelet, Remi. [http://gestiondeprojet.pm/planification-projet/ " Conception et planification de projet : outils avancés"], ''[[Ecole Centrale de Lille]]'', 19 September 2015. Retrieved on 22 September 2015.</ref>. The example will describe the project management simulation that the class participated in.

==Overview==

The purpose of RAM matrix is to solve a constant problem in teams in which members do not necessarily knows the tasks and responsibilities of one another, either due to a poor management, to an unusual project, when teams are allowed to self-organize, etc. The problem at hand is that '''people either do not work together, share knowledge or have responsibilities to deliver a task'''. Why? Because it is frequent to assume that somebody else is taking care of a particular task or work, which is not the case in reality. In addition, pointing fingers and blaming afterwards for a task that is not properly done is also very easy. Among the factors that contribute to poor performance of a team, unclear responsibilities and accountabilities and poor teammate communication pose a significant risk.

The more complex, time-sensitive or mission-critical is a project, the more worthy it is to take the time to think through the roles that the team members must play in every task that the team undertakes. It is also worthy when team members have not collaborated before, either in an academic context or in the case of a cross-functional collaboration. If not everything comes clear to everyone’s mind, there will most likely be gaps, duplication and confusion. As a result, working in the team will become frustrating, inefficient and results are going to suffer <ref> Gyani, Swapnil. [http://www.pmhut.com/the-raci-arci-matrix-for-structuring-roles-in-project-management-introduction " Benefits of Using the RACI-ARCI Matrix in Project Management "], ''[[PM Hut]]'', 17 October 2008. Retrieved on 15 September 2015.</ref>. In these situations, the delegation of tasks and other responsibilities can be too important to leave to chance; the manager has to set up a RAM or RACI matrix.

==Use and Examples==
Here is (finally) the explanation of the RACI acronym, which reflects the main points to consider when establishing a RAM. RACI stands for the four keys:

;Responsible
:That has to do the task (Compulsory)

;Accountable
: That is ultimately answerable for the work, that has authority for delegating the "Responsibles" (Compulsory, only one)

;Consulted
:That can be consulted if necessary (typically experts), with who a ""two-way"" communication is needed.

;Informed
:That need to be keep up-to-date on progress, with who a ""one-way"" communication is needed.

===How to use a RAM===
Here is an example of a RAM.

[[File:RACI 1.png]]

On the first column, we find all the tasks as they were previously divided according to the Work Breakdown Structure (link) or similar. Thus, a RACI matrix can be used locally on a small branch of the WBS, which is more convenient but does not gather a lot of knowledge around the project, or globally which is more messy but convey useful “who to contact” info.
On the first row, there are the names or the job positions (depending on the style of management) of everybody involved in accomplishing the stated tasks.
In the table, we find the initial for the level of involvement and accountability of every one for every task to be done. For example, to manage activities:
:*Louis is Accountable, ultimately responsible for the achievement of the task.
:*Edvinas is Responsible, helping Louis to achieve the task.
:*Gaëtan is Consultant, because he is accountable on a task directly linked to Activities, so a permanent consultation between those two is needed.
:*Charles and Elektra are Informed.
The concept is quite simple to follow, isn’t it?
====Downloading the template====
To create your own RACI matrix/RAM, just download this template, which provide you a few improvements compared to the one you would do by hand. You can download this Excel spreadsheet here. ((((Impossible to upload on the Wiki,issue being fixed))))
====Using the template====

;Step 1
Once downloaded and opened, you should be on the first sheet called “Start Here”. You should see a table like this:

[[File:RACI 2.png]]

From there, fill out the “Name or Job Function” column with everyone involved in the project. Once done, choose the “Levels of Responsibilities”. By default, it is R,A,C,I but it is meant to be flexible to fit the management style of the company, see [[../#Alternatives and Variations]]. You can also type a quick description of what each letter stands for, so that a “newbie” can understand right away what every letter means. Keep in mind this is a tool intended for everyone, not only managers.

;Step 2
:Go to the “RAM | RACI matrix “sheet and develop a complete list of task and deliverables for the project. It should be the same breakdown than the one in the WBS (if any). Enter them in the first column.

;Step 3
:Discuss with all team members how they will each support the work to produce the different project deliverables.
For each of their assignments, discuss the level of their responsibility and authority, as well as the specific work they will perform. Also, discuss with them any involvement that others will have on their activities. If specific people have not yet been identified for certain activities, consult with people who have done those types of activities before<ref> Portny, Stanley E. [http://www.dummies.com/how-to/content/how-to-develop-a-responsibility-assignment-matrix.html " How to Develop a Responsibility Assignment Matrix"], ''[[Dummies]]'' Retrieved on 15 September 2015.</ref>.

;Step 4
:Prepare an initial draft of the RAM.
Draw the table for your chart, and enter your project’s deliverables in the left-hand column and the people who will support the activities in the first row. In the cells formed by the intersection of each row and column, enter the roles that each person will have (based on the discussions you have with your team members in Step 3). The template offers a drop-down menu to select roles to make it easier.

;Step 5
:Have the people whom you consulted in Step 3 review and approve the draft chart.
If people agree with the chart, ask them to indicate their agreement in writing. If they express concerns about some aspects, ask them to note their concerns.

;Step 6
If some of your team members do not approve the draft chart, revise the chart to address their concerns and ask all people who gave input to review and approve the revised chart.
If you make any changes to the draft RAM, have all your team members review and approve the revised chart, especially if they already approved the prior version.

;Step 7
:Go back to Step 5 and continue the process until everyone you consulted in Step 3 approves the chart.

;About complex projects

For complex projects, the RAM can be quite large. As a result, keeping the chart current and consulting throughout the project with all the people identified can be time-consuming. However, having a chart with incorrect information can result in duplicated efforts and overlooked activities.
Follow these suggestions to keep your RAM accurate and current throughout the project.

Develop a hierarchy of charts: Including 50 or more activities on the same RAM can be cumbersome, so consider developing a series of nested charts for larger projects (also known as a hierarchy of charts). Prepare a high-level chart that identifies responsibilities for higher-level components in your Work Breakdown Structure (such as project phases and major deliverables), and then develop separate charts that detail responsibilities for lower-level deliverables and work packages.

;A few checks before validation

:*At least one person must be assigned for “R” and “A” roles. If the task is simple though, there is no need of an “A” role.
:*Only one person can be assigned as “A”. Responsibilities can be shared but accountabilities have to be unique. This is all the more relevant when this organization chart is flat, which is quite often in Denmark, because the direct supervisor might not be aware of the task.
:*If there are many people in the “C” category, figure out if all of them need to be in the loop. Consider moving some of them to the “I” category. Also keep the “I” category to a minimum to reduce e-mail (or Slack) spamming.
===Using the game simulation as an example===
In the provided template, the example taken is the one from the simulation game run in class at the beginning of the semester. For those who have not done it, here is the game in brief. It was a project management simulation on a turn per turn model for the construction of new offices. Each team had to build their offices by ordering procurement, hiring, laying off, allocating and deallocating workers, taking and refunding a loan while being affected by external events. The final score is then calculated according to the profit made, the initial bid and the rapidity of the project execution. Every turn had a limited time so being organized was compulsory.
To optimize the process of each turn (it is interesting to notice how a turn can be compared to one increment in an agile system (link) in many aspects), the group distributed the tasks during a preparation meeting during which everyone agreed on the tasks to be done and how to split them. That is the moment where we filled out the RACI matrix.
In preparation for the beginning of the simulation game, the team members had to review what they had to do and master before the game starts. The RACI matrix gave that information right away. During the game, it was used to see who to consult when to take decisions that would affect multiple parties. That created a smooth controlling framework that enabled fast decision-making, which was the core of the game.
==Applications and Impact in Project Management==
Here are a few reasons of using a RAM<ref> Viswanathan, Balaji. [http://project-management.com/understanding-responsibility-assignment-matrix-raci-matrix/" Understanding Responsibility Assignment Matrix (RACI Matrix) "], ''[[project-management.com]]'', 8 April 2015. Retrieved on 15 September 2015.</ref>:

It lets the organization know if some people are assigned with too many or too few responsibilities.

It keeps everybody on the same page on who is accountable for a particular task.

Keeps all the necessary people in the loop and reduces miscommunications.

It helps you develop a simple communication system to keep those in the “I” category informed (through email or IM), while involving only those in the “C” categories for meetings and interactive communication. This saves everybody’s time.

==Alternatives and Variations ==
A responsibility assignment matrix is a tool designed to fit every project, so multiple alternatives exist to answer the need of project manager to either fit the company management culture around projects or simply to grasp the complexity or the specificities of a project. Here are a few relevant alternatives <ref> [https://en.wikipedia.org/wiki/Responsibility_assignment_matrix " Responsibility assignment matrix "], ''[[Wikipedia.org]]''. Retrieved on 10 September 2015.</ref>.
=== PACSI ===
: This is a version very useful to organizations where the output of activities under the accountability of a single person/function can be reviewed and vetoed by multiple stakeholders, due to the collaborative nature of the culture.

:; ''Perform''
:
:: The person/function carrying out the activity.

:; ''Accountable''
:
:: The person/function ultimately answerable for the correct and thorough completion of the deliverable or task, and often the one who delegates the work to the performer.

:; ''Control''
:
:: The person/function reviewing the result of the activity (other than the accountable). He or she has a right of veto; his or her advice is binding.

:; ''Suggest''
:
:: The person/function consulted to give advice based upon recognized expertise. The advice is non-binding.

:; ''Informed''
:
:: The person/function who must be informed of the result of the activity.

=== RASCI ===
:This is an expanded version <ref> Hightower, Rose (2008). '' Internal controls policies and procedures '', p. 83. John Wiley & Sons. ISBN 0-470-28717-9.</ref>
of the standard RACI, less frequently known as ''RASIC'' breaking the ''responsible'' participation into:

:; ''Responsible''
:
::Those responsible for the task, who ensure that it is done as per the ''approver''

:; ''Support''
:: Resources allocated to ''responsible''. Unlike ''consulted'', who may provide input to the task, ''support'' help complete the task.

=== RASI ===
:This is an alternative version <ref> Mikes, Joe . [http://www.lce.com/Training_Speeds_Continuous_Improvement_448-item.html" Continuous Improvement Training "], ''[[LCE Training]]'', 2011.</ref> of the standard RACI, foregoing the ''consulted'' participation and replacing it with:

:; ''Support''
:: Resources which play a supporting role in implementation.

=== RACIQ ===
:This is an expanded version of the standard RACI, with an additional participation type:

:; ''Quality Review''
:: Those who check whether the product meets the quality requirements.

=== RACI-VS ===
:This is an expanded version of the standard RACI, with two additional participation types:

:; ''Verifier''
:: Those who check whether the product meets the acceptance criteria set forth in the product description.

:; ''Signatory''
:
::Those who approve the ''verify'' decision and authorize the product hand-off. It seems to make sense that the ''signatory'' should be the party being ''accountable'' for its success.

=== CAIRO ===
:This is an expanded version <ref> Bolman, Lee (2008) '' Reframing organizations: artistry, choice, and leadership'', p. 112. John Wiley & Sons. ISBN 0-7879-8799-9.</ref> of the standard RACI, also known as ''RACIO'’<ref> Dickstein, Dennis (2008)'' No Excuses: A Business Process Approach to Managing Operational Risk''. John Wiley & Sons. ISBN 0-470-48110-2.</ref>with one additional participation type.

:; ''Out of the loop'' (or ''omitted'')
:: Designating individuals or groups who are specifically not part of the task. Specifying that a resource does not participate can be as beneficial to a task's completion as specifying those who do participate.

=== DACI ===
:Another version that has been used to centralize decision making, and clarify who can re-open discussions.<ref>Kendrick, Tom (2006). “ Results without authority: controlling a project when the team doesn't report to you.” AMACOM Books, division of the American Management Association. ISBN 0-8144-7343-1.</ref>

:; ''Driver''
:: A single ''driver'' of overall project like the person steering a car.

:; ''Approver''
:: One or more ''approver''s who make most project decisions, and are responsible if it fails.

:; ''Contributors''
:: Are the worker-bees who are responsible for deliverables; and with whom there is two-way communication.

:; ''Informed''
:: Those who are impacted by the project and are provided status and informed of decisions; and with whom there is one-way communication.

=== RAPID ===
:Another tool used to clarify decision roles and thereby improve decision making overall is '''RAPID®''', which was created by and is a registered trademark of Bain & Company.

:; ''Recommend''
:: The ''Recommend'' role typically involves 80 percent of the work in a decision. The recommender gathers relevant input and proposes a course of action—sometimes alternative courses, complete with pros and cons so that the decision maker's choices are as clear, simple and timely as possible.

:; ''Agree''
:: The ''Agree'' role represents a formal approval of a recommendation. The 'A' and the 'R' should work together to come to a mutually satisfactory proposal to bring forward to the Decider.But not all decisions will need an Agree role, as this is typically reserved for those situations where some form of regulatory or compliance sign-off is required.

:; ''Perform''
:: The ''Perform'' role defines who is accountable for executing or implementing the decision once it is made. Best-practice companies typically define P's and gather input from them early in the process

:; ''Input''
:: The ''Input'' role provides relevant information and facts so that the Recommender and Decider can assess all the relevant facts to make the right decision. However, the 'I' role is strictly advisory. Recommenders should consider all input, but they do not have to reflect every point of view in the final recommendation.

:; ''Decide''
:: The ''Decide'' role is for the single person who ultimately is accountable for making the final decision, committing the group to action and ensuring the decision is implemented.

=== RATSI ===
:Another tool used in organisation design or roles analysis.

:; ''Responsibility''
:: Identify who is in charge of making sure the work is done.

:; ''Authority''
:: Identify who has final decision power on the work.

:; ''Task''
:: Identify who actually does the work.

:; ''Support''
:: Identify who is involved to provide support to the work.

:; ''Informed''
:: Identify who is informed that the work has been done (or will be started)

=== ARCI (decision-based) ===

:This alternative is focused only on documenting who has the authority to make which decisions. This can work across all sized work groups.

:; ''Approves''
:: Authorized to ''approve'' an answer to the decision.

:; ''Recommends''
:: Responsible to ''recommend'' an answer to the decision.

:; ''Consulted''
:: Those whose opinions are sought; and with whom there is two-way communication.

:; ''Informed''
:: Those who are informed after the decision is made; and with whom there is one-way communication.
==Limitations==
The RAM is very useful for everyone to be on the same page, but it is sometimes seen as a “quick and dirty” tool that mixes multiple aspects, as communication, hierarchy or responsibilities. Consequently, some managers think it overrides their direct management or some other tools they are using. If the different tools do not distribute the responsibilities the same way, then miscommunication will affect the project.
==Conclusion==
In conclusion, RACI matrix is a great project management tool that greatly improves the communication within the team and helps getting the tasks done faster. If used right it would reduce the amount of email noise (getting emails for tasks that you do not need to be informed of) and helps the whole team to stay productive.
==References==
<references/>
==External Links==
* [https://www.youtube.com/watch?v=5KQvOB68Am0&list=UU-sJpy_O7zCN5zOrzWy4llQ An intuitive presentation video of RACI matrix.]

File:RACI 2.png

2015-09-22T00:16:00Z

Charles Henri Gayot:

File:RACI 1.png

2015-09-22T00:14:44Z

Charles Henri Gayot:

Responsibility Assignment Matrix (RACI Matrix)

2015-09-13T14:01:31Z

Charles Henri Gayot: Created page with "A Responsibility Assignment Matrix (RAM), also known as RACI matrix or ARCI matrix or linear responsibility chart (LRC), is a project management tool mainly used to define the..."

A Responsibility Assignment Matrix (RAM), also known as RACI matrix or ARCI matrix or linear responsibility chart (LRC), is a project management tool mainly used to define the roles and the responsibilities in a very simple and straightforward way for each task of a project. It is very useful to have an overview of the projects (or processes) which required cross-collaboration with multiple departments.
RACI is an acronym derived from the four key:
;Responsible
:(Compulsory) That has to do the task
;Accountable
:(Compulsory, only one) That is ultimately answerable for the work, that has authority for delegating the "Responsibles".
;Consulted
:That can be consulted if necessary (typically experts), with who a ""two-way"" communication is needed.
;Informed
:That need to be keep up-to-date on progress, with who a ""one-way"" communication is needed.
It is fast and easy to use, and is also perfectly suitable for group work at university. The example will describe the simulation game in which everyone had a task to do.

=Description=
=Use and Examples=
==How to use a RAM matrix==
===Downloading the template===
===Using the template===
==Using the game simulation as an example==
==When to use a RAM matrix==
=Applications and Impact in Project Management=
=Alternatives/See Also=
==A modular tool to fit the habits of the companies==
==Variations==
==Alternatives==
=Limitations=
=References=
=External Links=

Articles Fall Term 2015

2015-09-13T12:03:07Z

Charles Henri Gayot:

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|s141569
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=Overview of 2015 Wiki Articles=

{| class="wikitable sortable"
|+Fall 2015 Wiki Articles
|-
!Gkatzalas
!Nikolaos
!s141569
![[The Gantt chart and the usage nowadays]]
|-
|Filis
|Charalampos
|Ch.filis
|[[Project Management with Gantt-Charts]]
|-
|Larsen
|Leonora
|s112910
|[[Gantt Charts as a Tool for Project Management]]
|-
|Sala Vilar
|Lluís Ròmul
|s141586
|[[Portfolio Management in a Startup]]
|-
|Pitsavas
|Konstantinos
|Konspits
|[[Modularisation: A modern process for project management]]
|-
|Kampianakis
|Andreas
|s150912
|[[Financial Portfolio Optimization Methods]]'''
|-
|Penzes
|Balint
|s141943
|[[Product development and portfolio management processes at LEGO]]
|-
|Hozmache
|Mihaela
|s146898
|[[Risk Management]]'''
|-
|Le Corre
|Damien
|Damien
|[[Game theory in project management]]'''
|-
|Bertrand
|Fabien
|150477
|[[Multi project management]]'''
|-
|Cassel
|Sara
|Sarac
|[[The benefits of systems engineering]]'''
|-
|Sergi
|Gibaja Musachs
|S141926
|[[Rapid Application Development in Extreme Project Management]]'''
|-
|Poza
|María
|s150793
|[[Integrated Cost and Schedule Control]]'''
|-
|Kulikova
|Nataliia
|s140767
|SCRUM Method
|-
|Pekala
|Adam
|Adam.pekala
|[[Critical Path Method in Construction Industry]]
|-
|Garnotel
|Gaëtan
|gaetangarnotel
|[[V-Model]]
|-
|Ghanizada
|Naweed
|S103745
|[[PRINCE2, A Project Management Methodology]]
|-
|Jacobsen
|Martin
|MistaJacob
|Article Title and Link here
|-
|Ferraresi
|Fabrizio
|S150905
|Projects in Controlled Environments, a process-based approach for project management
|-
|Tanghus
|Bjarke
|S113815
|Location Based Scheduling
|-
|Højgaard Hindhede
|Daniel
|S143352
|[[ Critical path optimization in construction management]]
|-
|Gayot
|Charles-Henri
|s141074
|[[Responsibility Assignment Matrix (RACI Matrix)]]
|-
|Thorp Sørensen
|Anders
|s103183
|The Gantt Chart
|-
|Makris
|Dimitrios
|Dimak
|Benchmarking in Project Management
|-
|Greiling
|Lea
|Lea
|[[Lean in Project Management]]
|-
|Latorre Duque
|Ana
|Ana
| [[Modularity and Black-Boxing]]
|-
|Almanzi
|Stefano
|S141530
| Work Breakdown Structure (WBS)
|-
|Montagner
|Giacomo
|S150821
|Scrum Methodology in Agile Project Management
|-
|Ruiz Muñoz
|Gustavo Adolfo
|S150821
| [[Lean 6 Sigma in project management]]
|-
|Kalmus
|Thomas
|S141938
| [[Program evaluation and review technique (PERT) ]]
|-
|Gudmundsson
|Arnar Gauti
|S141543
|Program management in change management
|-
|Jacobsen
|Ian Thobias
|S113735
|[[Story Points Estimation]]
|-
|Gibaja Musachs
|Sergi
|S141926
|Rapid Application Development in Extreme Project Management
|-
|Otiv
|Peter
|s145166
|Managing Uncertainty and Risk in a Project
|-
|Boesgaard
|Katrine
|KB1991
|[[Gantt Chart]]
|-
|Sorth-Olsen
|Rasmus
|Sorth90
|[[Lean as a project management tool]]
|-
|Salling
|Stephanie
|StephSalling
|Management in E. Pihl & Søn A/S
|-
|Ruina
|Jessica Linda
|Jejenji
|[[Scheduling techniques in Project Management]]
|-
|Gjerstrup
|Jacob
|s113440
|Fault tree analysis in project management
|-
|Lynge
|Jane
|s997303
|Theory of Constraint in project management
|-
|Palmerini
|Alessandro
|alex161
|Project Management Communication
|-
|Tvedt
|Ida Marie
|IMT
|[[BREEAM - project management and sustainable development]]
|-
|Søndenaa
|Mathilde Hanssen
|s150621
|[[Critical chain project management (CCPM)]]
|-
|Thorning-Schmidt
|Nanna
|Nannats
|[[Earned Value Management]]
|-
|Rasmussen
|Marie-Louise
|DI2009
|Article title and Link here
|-
|-
|Lara Hoces
|Fernando
|s131882
|The Oticon Case
|-
|Christos
|Stamatis
|S145170
|[[Olympic Games London 2012: When the client strives for innovation (The London model)]]'''
|-
|Moe
|Elizabeth Lindhard
|113129
|[[Contracting as a PM]]
|-
|Lessis
|Vasileios
|lessisv
|[[Rational Unified Process (RUP)]]
|-
|Klibo Buur
|Christian
|s117409
|[[Project Execution Model (PEM)]]
|-
|Bachmann
|Thomas
|s117318
|[[Lean Tools in Project Management]]
|-
|Vilar Bustos
|Alberto
|s142581
|[[Minimizing Risk and Uncertainties in Construction Projects]]
|-
|Trap Wiegandt
|Sissel
|s112195
|[[Using Kotters Framework for Change Management Projects]]
|-
|Christensen
|Britt Marie Lekven
|brittmch
|[[Lean in building and construction industry]]
|-
|Vestergaard Andersen
|Andreas
|AndreasAndersen
|Management of Project Changes
|-
|Ann-Elise
|Gustavsen
|Alise
|[[Stakeholder Analysis and Matrices ]]
|-
|Krogh
|Daniel
|DanielKrogh
|[[Managing Uncertainty and Risk on the Project]]
|-
|Viig
|Oliver Johannes
|s102935
|[[BIM as a project management tool]]
|-
|Federico
|Sbernini
|s141573
|[[Project Knowledge sharing]]
|-
|Augustin
|Bouet
|s142823
|[[Metra Potential Method]]

Articles Fall Term 2015

2015-09-06T20:29:56Z

Charles Henri Gayot: /* Overview of 2015 Wiki Articles */