RACI
In this article, we will tell you in detail what a RACI diagram is, what the RACI model stands for, why you should use this matrix, and why you should not. And we will also tell you how you can neutralize the disadvantages of RACI using Voiset.
Work on any project should begin with the development of a strategic plan. There should be an understanding of the project objectives, the required deliverables, and a breakdown of all major activities into smaller project tasks with a timeline for implementation. In addition, it is important to define the roles and responsibilities of each team member. This is why teams use the RACI diagram - it allows them to specify the area of responsibility and role of each team member for all tasks.
The larger the project, the more confusion can arise during its implementation. Often this confusion arises because team members do not understand exactly what they are supposed to be doing. In addition, the lack of clearly defined roles and responsibilities of each team member leads to shifting responsibilities and delaying deadlines for individual tasks and the entire project.
The RACI matrix is a clear instruction, looking at which any team member can understand what exactly he/she does, when, and what other team members and stakeholders are doing. It is also a cheat sheet for the project manager, allowing him to track who is responsible for each task at any time.
What does RACI stand for?
- R (responsible) in the RACI matrix represents the doers. These individuals or groups are directly responsible for completing tasks and ensuring project success. Multiple people can share this responsibility.
Examples:
- Software Developer - Writes and tests code to build a new application feature.
- Construction Worker - Executes the physical building tasks on a construction site.
- Sales Representative - Engages with clients to close sales and achieve targets.
- A (accountable) is a responsible person. That is, the person on whom all the credit (or blame) for the fulfilment/non-fulfilment of the task falls. Only one person can be Accountable.
Examples:
- Project Manager: Ensures a software project is completed on time and within budget.
- Construction Foreman: Oversees the completion and safety of construction tasks.
- Sales Director: Achieves sales targets and drives sales strategy.
- C (consult) is a counselor who provides valuable information and expertise for task completion and decision-making. In RACI matrix these individuals are typically involved in discussions and offer insights to ensure the project’s success.
Examples:
- Subject Matter Expert: Offers specialized knowledge during the development of a new product.
- Legal Advisor: Provides guidance on compliance and regulatory issues for a project.
- Marketing Analyst: Shares market insights to inform a new marketing strategy.
- I (informed) is the informed party. That is, a participant in the project who needs to be aware of everything that is going on. Even if these people are not in the thick of things, it is necessary to let them know what is going on. This could be the business owner, customers, stakeholders, etc.
Examples:
- Business Owner: Needs regular updates on project milestones and outcomes.
- Stakeholders: Requires information about key decisions that may impact their interests.
- Customers: Should be informed about product updates or changes in delivery timelines.
When all of these roles are identified, it is immediately clear who is in charge of each task, who can be contacted for additional information in case of difficulties, and who controls the execution of actions. It is also clear to whom to inform about the current process of task realisation.
4 steps to create a RACI matrix
1. Describe all the tasks.
It is important to define both general tasks and try to break them down into smaller tasks. It is not necessary to go into detail, but it is important not to leave out any of the project implementation activities. Transfer the list of tasks to the left column of the RACI matrix.
2. Define Roles.
First, list everyone involved in the project in the top column of the RACI diagram. Now relate the tasks and team members by labelling their roles as R, A, C or I.
Example: let's say your company is planning to participate in a trade show. You spell out the entire list of tasks to realise this goal. Among the tasks may be "Prepare samples of exhibition products", "Design a banner for the exhibition stand", "Design booklets", etc. Each of these tasks has its own executors. Each of these tasks has its own executors.
Let's take the task "Development of a banner for an exhibition stand".
The executor for this task will be the designer Alex, who needs to develop the layout for the stand, i.e. put "R" opposite his name.
The person in charge will be Mary from the marketing department, who is responsible for organising the company's participation in the exhibition. Her task is to make sure that Alex's work is done. Put an "A" next to her name.
The consultants will be Mike from the exhibition centre and Carla from the company's marketing department. Mike will be able to answer questions regarding the organisation of the exhibition space, maximum stand size and so on. Carla, on the other hand, will provide text for the booth. Mark them as "C".
The informed party will be Rosa from the printing company, who will run the banner into print as soon as she receives the layout. Mark them as "I".
3. Tell each of the team members about their roles.
Discuss the RACI matrix and make sure everyone on the team is clear and there are no questions/concerns about their roles and responsibilities.
4. Update the matrix as changes occur.
The RACI model created cannot be static. For example, Carla, who was supposed to be responsible for the text, fell ill and asked an intern to send the text. The latter forgot about this task. The designer Alex has been trying for three days to get in touch with Carla, who switched off her phone while she was ill, and the responsible Mary has already accumulated 17 tasks that she does not have time to control. Seems like total chaos, right? But this situation involves life changes that, with more dynamic models of workflow organisation, can well be accommodated. For example, using Voiset, but we'll talk about that later.
The RACI model: 5 main points of advantage
1. It is a clear model that gives ultimate clarity about the responsibilities of each team member
The RACI model is a great tool for blocking arguments about who should have done what task. Anyone can look at the table and see what role they play in each task and what role their colleagues play.
2. This is a great system of accountability
If a person sees a "C" next to his/her name, it means that he/she is not responsible for the realisation of the given task and cannot bear the blame in case of its failure. It also means that the laurels for the success of the task cannot be attributed to him/her either.
If a person sees both "R" and "A" next to his name, it means that he is fully responsible for the fulfilment of the task, and no one will additionally control him.
Depending on the personality traits of the team member, the RACI model can be used to motivate those who want to take on more responsibility. Everyone will be able to see which tasks they have an important position in and feel like a significant part of the team.
3. It is a way to improve communication
With the RACI model, you can avoid situations like "I didn't know", "Nobody told me". If there is a list of people who need to be informed and they need to receive this information.
Each team member is aware of when their participation is required. This makes the team's activities more co-ordinated.
4. It's an opportunity to use resources efficiently
Fewer pointless, unproductive calls and meetings. There is a list of people who need to be informed and a list of people who can be contacted for information assistance. All other team members may not participate in a number of tasks and may only be involved in teamwork in certain areas. As a result, each of the employees has the opportunity to use their time more efficiently without getting involved in each of the team tasks.
5. This is the basis for informed decision making
Do you need to understand at what stage and at what fault of which employee the congestion occurred? Refer to the RACI matrix!
Need to understand which employees are under-utilised and which are overloaded with tasks? The RACI model will show you!
Want to analyse why some tasks are completed quickly and some are congested? Look at the RACI matrix, the combinations of people, their roles and you might find the reason. You will be able to use different combinations of people in order to increase productivity, to achieve better results.
RACI Matrix: 6 critical gaps
Despite all the obvious advantages of the RACI model, it also has a number of significant disadvantages that need to be mentioned.
1. Role assignment is too clear
The stricter the distribution of roles exists, the more difficult the "grey spectrum" problems are to solve. As soon as ambiguity arises, different interpretations of the situation immediately emerge. In a situation where something is not clear and clarification is required, clearly defined roles can become a disadvantage rather than an advantage and cause a dispute.
2. Hierarchy
Not every team member is psychologically suited to a strict hierarchy. For example, an experienced designer may not accept the control of the person responsible for the project implementation and expect that the function of control over his work will be handed over to him. If there is a project manager, he or she may subconsciously sabotage the work.
Hierarchy does not fit in with teams that prioritise flexibility of interaction and decision-making.
3. The larger the project, the more extensive the RACI matrix is
A bulky, intimidating RACI matrix is not an indicator of a project manager's ideal work, but rather a team intimidation factor. In large projects, sometimes it is better to organise the team's work in other ways.
4. Staticity of the matrix
The RACI matrix is compiled, agreed, discussed and accepted as the basis of the project work. And then life begins. And in this life it is impossible to take into account all variables. The work protocol may turn out to be unsuitable for implementation in a few days after the start. That's why it's important to make revisions in real time, especially if the team's tasks change.
What happens if you don't make changes? Confusion will arise, and the burden on the project and the people involved in its implementation will only increase. Plus there will be a factor of misunderstanding, irritation, and tension within the team, which the matrix was supposed to eliminate.
5. Some narrow coverage of the specifics of interaction within the team
In most teams, interactions occur at a broader level than indicated in the RACI matrix. The strict protocolisation of team member interactions can be embarrassing for a number of employees rather than gratifying. For example, designer Alex would like to get the opinion of a colleague when designing a layout, but the latter is not the person advising on the task. In such cases, team members may well simply ignore the presence of the matrix.
6. Team resistance
If your employees are used to informal interaction, trying to make it more structured, on the table, may lead to protest. In this case, it's important to explain what the RACI model is all about, what it will achieve, and ask for feedback. If it is disappointing, don't ignore it.
In which cases is it better to forget about the RACI matrix?
A number of companies operating on the basis of the hierarchical principle of building interaction in the team successfully use the RACI matrix. But today there are fewer and fewer such companies. The importance of quick decision-making and rapid change is coming to the fore. In the era of artificial intelligence, not all companies are optimistic and enthusiastic about the table of responsibilities.
If the project is small and the number of tasks to be performed is limited, the cost required to develop, explain and maintain the table may well outweigh any benefits. If team members have been doing just fine without a matrix in the past, maybe there is no need to introduce one. Innovation for innovation's sake has never paid off.
In highly dynamic and role-changing environments, the RACI matrix is not always such a good solution either. While you are changing performers and their roles and getting the table updated, the project could have already been completed.
In creative spheres the RACI matrix will only restrain the very "flight of thought", generation of ideas, which are necessary for the development of such spheres. In such cases, it is better to spend time on brainstorming than on RACI.
There are also projects that are based on people communicating with each other. A RACI chart will limit this communication, make interaction less easy, and therefore can only worsen the situation.
How can RACI disadvantages be reduced?
- Don't limit your interactions to using RACI only
Remember that your team will all interact with each other in one way or another. And it's not a good idea to forbid this interaction. Having responsible people and assigning responsibilities is good, but be prepared to be flexible if the whole team is inclined to be.
- Be careful with the wording
Be prepared to articulate the role definitions of each of the participants in the RACI matrix so that it is clear to everyone and there are no ambiguities.
And also keep an eye on how the matrix work is going and be prepared to make adjustments.
- Use Voiset
Voiset, based on Artificial Intelligence, is a flexible and intelligent assistant that can remove those shortcomings in workflow organisation that cause delays and psychological stress for employees.
What will Voiset give you?
* Human Factors Integration
RACI helps you define each employee's responsibilities, and Voiset creates optimal schedules based on a number of factors, including the workload of the individual team member, as well as task prioritisation.
* Instant changes
Has a task become irrelevant? Have a change that needs to be broadcast as soon as possible? Voiset enables each team member to have up-to-date information at any time. And task entry, modification and deletion is possible via voice input.
Got a task that needs to be done? Need to schedule a meeting at a time convenient for all team members? Voiset will analyse all team members' schedules, select the best day, time and notify all team members of the meeting. Auto-scheduling is one of the most important options of Voiset.
If you think that the RACI matrix is not suitable for use in your team, then consider exclusively implementing Voiset. It is an artificial intelligence-based scheduler that fits into any company, including those with highly dynamic decision-making and employee interaction. While the implementation of RACI can cause some tension within the team, the transition to Voiset is usually perceived very positively.
Voiset is not only a work assistant, but also a tool for personal growth. Anywhere your employee will be able to create notes using voice input, and later artificial intelligence will transfer them into tasks, putting them on the schedule for a convenient time taking into account the priority. We told you more about how to schedule properly and how Voiset will help you do exactly that here
Implementing a RACI matrix allows you to accurately distribute responsibilities among all team members. Therefore, despite some shortcomings, this model of process management within companies is popular. Moreover, some of the shortcomings of the matrix can be eliminated with the help of artificial intelligence, which is the basis for Voiset!
