RACI Matrix
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Revision as of 14:48, 10 February 2021
Contents |
Abstract
This article focuses on the RACI project management matrix. RACI being a synonym for Responsible, Accountable, Consulted, and Informed. [1]
Successful project organizations are the result of careful planning and collaboration of project team members. [1][2] Having clear roles and responsibilities is a crucial success factor for any kind of project. [1] Therefore, role definitions, responsibilities, and accountabilities must be determined to increase productivity, gain better results, and better communication with fewer misunderstandings and disruptions. The RACI matrix addresses this topic while providing a simple and effective tool for defining and documenting project roles and responsibilities. [3]
The RACI matrix brings structure and clarity to describing the roles that stakeholders play within a project. [1][3] The overall goal of the RACI matrix is to map out every task, milestone or key decision involved in completing a project and assigns which project individuals, as well as stakeholders, are responsible, accountable, consult and inform statuses for different project activities. [4] A RACI matrix can be implemented at any time after a project has been conceived or is underway. [3]
The following article describes what a RACI matrix is, what RACI roles are, what the overall benefits of RACI are, and how the RACI matrix can put into practice. The article also discusses the considerations and rules of RACI and gives alternatives to the conventional RACI matrix. At the end of the article, RACI’s limitations are going to be explained in more detail. Project groups can use this article to identify their team structure, roles, and responsibilities to make team operations more smoothly. Overall, all projects should introduce the RACI matrix to eliminate confusion while at the same time ensuring that all project team members understood their responsibilities.
The RACI Matrix
Definition of the RACI Matrix
The RACI matrix is a popular type of a Responsibility Assignment Matrix (RAM). RAM being a grid that shows the project resources assigned to each work package to illustrate the connection between work packages or activities and project team members. At a high-level, RAM defines all responsible of a project team group or unit within each component of the Work Breakdown Structure (WBS), while low-level RAMs are used within a group to designate roles, responsibilities, and levels of authority for specific activities. [1]
A WBS can be the underlying foundation for a RACI matrix as a WBS divides a project into its elements that need to be planned and controlled. [5] Therefore, the RACI matrix can be used to divide the project into subtasks and work packages as part of the structuring process. “Activities (tasks), roles and activities are basic elements of a process." [6] The RACI matrix is most useful for multiple people or groups assigned to a certain project activity. The matrix shows key activities as rows and participating parties as columns. For each participating party, the RACI matrix indicates the responsible, accountable, consulted or informed. [7]
“The RACI matrix serves as the baseline of the communications plan by stipulating who receives information, how frequently, and at what level of detail.” The RACI matrix should be established by the end of the planning phase of a project or being used to get stuck projects in the execution phase moving again. As soon as a RACI matrix has been created, it should be and published in the Project Charter document. [8]
The following figure is going to illustrate such a simplified RACI matrix by referring to a conventional project team structure within an IT project:
[[File:PIC NAME
|400px|thumb|right|Figure 1: Irritative Design Process.]]
Roles of the RACI Matrix
The acronym RACI stands for the four roles that shareholders might play in any project: Responsible, Accountable, Consulted, and Informed. [1]
| Responsible | The person is assigned to get the work done. May delegate work or may be supported by others. Only one person is responsible, think of the lead or manager of the project. |
| Accountable | The person who will sign- off on work- packages/deliverables. Ultimately only one person, but often includes others (e.g. a sign-off document requiring signatures of multiple approvers). |
| Consulted | Those people who contribute to the work by providing information (consultancy), either by providing information or directly working at the direction of the person responsible. |
| Informed | Those people who need to be informed, but not contributing (i.e. do not have active role). |
| Table 1
} Assigning RACI roles to a project exampleWhen creating a RACI matrix, it is important to assign the correct RACI roles to the correct and corresponding project team roles. In the following section, the project roles and their indicators from Figure 1 are going to be highlighted in more detail. As a general guideline, as shown in figure 1, the project executive and project manager are often assigned the role of the accountable as they are held responsible for the planning, procurement, and execution of a project. At the same time, a project executive also assumes the role of the consulted, since project executives have a wealth of experience that can serve the project to be managed. In addition to the role of the accountable, the project manager, often assumes the role of the informed, as a project manager has to compile all project related information. The RACI matrix in figure 1 highlights the roles of the project analyst and technical architect as the project executives. These two positions are responsible for the implementation of the individual work packages. Also, both roles include some consulting as well as informing activities. In figure 1, the application developers only have the role of the informed assigned. That means that the developers do not have to contribute to the project but must be informed about definite activities. In some cases, the project manager can also assume the role of a responsible. However, this is not advisable as project managers cover multiple positions in a project and tend to have a heavy burden. Benefits of the RACI Matrix ModelThe use of a RACI matrix brings many benefits to a project. The following section is going to provide the most important benefits of the RACI matrix.
Providing a RACI matrix can be useful for focusing on the entire lifecycle of a project. Instead of involving every single person in every single decision, one can simplify communication by involving the right people at the right time and speed up approval and decision-making.
Different stakeholders often perceive complex problems differently [2]. In most cases, the management tries to take all different opinions into account. However, this can end in misery. RACI solves this problem as the matrix distinguishes between Consulted and Informed and can consequently separate those involved in the feedback from those who are just being informed about the progress of the task.
Project managers often have multiple tasks at the same time, take on a lot of responsibility, and cover multiple positions in a project. The RACI matrix can be a useful tool to delegate and avoid project manager burnout. It also helps avoid a single point of failure, where all knowledge and responsibility for a task rests on one person, creating silos. Additionally, RACI informs the organization about its employee workloads as it shows which roles are assigned to each person. [9]
When you create a RACI at the beginning of a project, it can be useful to set expectations about who will lead or be responsible for future work. People involved in the project should be able to identify where they need to be involved and in what tasks. This is especially important if the project team consists of internal and external resources. Here, the project must ensure clear divisions of roles and expectations. [1] It can also help avoid confusion by showing who is ultimately responsible for completing a task. It is especially useful to set expectations for higher-level stakeholders who will be informed about the project: It will allow stakeholders to know what information they will receive as part of the project.
RACI ensures a smooth transition and handoff when there is turnover. [10] Therefore, the RACI matrix is used as a documentation to show all responsibilities as well as activities of the project up to the respective transition. This allows the following project management to get in contact with the previous project members to solve e.g. open questions or problems.
When a RACI matrix is shared with all the stakeholders within a project team, it adds value by spotting out any missing deliverable requirements or work- packages, missing roles, missing stakeholders. Thus, it provides an opportunity for early correction of deliverable requirements and work- packages. [11][12] Application of the RACI MatrixHow to use and create a RACI MatixA RACI matrix can be applied to all projects in an organization, although they can be quite different when comparing them to each other as project sizes, roles as well as deliverables and work- packages differ from each other. The process of developing a RACI matrix is divided into five steps; Task Identification, Stakeholder identification, Role Definition, Matrix Review and Publication. In the following section, these steps are going to be explained in more detail. https://expertprogrammanagement.com/2010/01/how-to-use-a-raci-matrix-raci-model/ 1. Task Identification Use a WBS as the underlying foundation for the identification of all the tasks involved in delivering the project and divide the project into subtasks and work packages as part of the structuring process. This helps the project team to develop an objective, rational view of the amount of work required (https://www.sjsu.edu/cs100w/docs/essaytwo/PhaseIIDesignWorksheet.pdf). After, list all identified tasks on the left-hand side of the chart in completion order. “In IT projects, this is most effectively addressed by incorporating the PLC steps and deliverables.”( https://www.cio.com/article/2395825/project-management-how-to-design-a-successful-raci-project-plan.html). 2. Shareholder Identification Identify all the project stakeholders and list them along the top of the chart. Therefore, stakeholder identification requires to use different inputs to identify the shareholders which have the ability to influence the projects work and outcomes. Common inputs to identify which stakeholders are involved into the projects is a project charter, business document, project management plan, general project documents, agreements and organizational process assets (PDF unter key references: 51845_p1_13.pdf seite 504). 3. Role Definition Complete the cells of the model while identifying who has responsibility, accountability and who will be consulted and informed for each project task. [3]
Review the matrix and ensure every task has at least one stakeholder responsible for it. No tasks should have more than one stakeholder Accountable. Therefore, resolve any conflicts where there is more than one for a particular task (https://www.cio.com/article/2395825/project-management-how-to-design-a-successful-raci-project-plan.html). 5. Publication Share and discuss the RACI model with your stakeholders at the start of the project. If all involved stakeholders agree with it all involved stakeholders know what to do. “This includes resolving any conflicts or ambiguities.” (https://www.cio.com/article/2395825/project-management-how-to-design-a-successful-raci-project-plan.html). If RACI matrix was not created at the beginning of a project, it should be updated as the project progresses. Considerations and Rules to create a RACI MatrixExtension of the RACI matrixLimitations of the RACI matrixAnnotated BibliographyReferences
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