In Step 2, the business analyst must then delve more deeply into the process to help map out each facet of the business process to be overhauled. The technical architect and the application developers are subsequently informed of the project plan. To determine the scope and deliverables of the project, the project manager consults with the project’s executive sponsor and with the business analyst about the process to be overhauled as part of the project. For this, the project manager is both accountable and responsible for the work at hand. Step 1 of the process involves mapping out the project as a whole. This includes resolving any conflicts or ambiguities.įor purposes of simplification, let’s say your project can be broken down into four discrete tasks, undertaken by a team of application developers, along with a sponsoring project executive, project manager, business analyst, and technical architect. ![]() Share, discuss and agree the RACI model with your stakeholders at the start of the project.Resolve any conflicts where there is more than one for a particular task. No tasks should have more than one stakeholder Accountable.Ensure every task has at least one stakeholder Responsible for it.Complete the cells of the model identifying who has responsibility, accountability and who will be consulted and informed for each task.Identify all the project stakeholders and list them along the top of the chart.(This is illustrated in the example below.) For IT projects, this is most effectively addressed by incorporating the PLC steps and deliverables. Identify all the tasks involved in delivering the project and list them on the left-hand side of the chart in completion order.The simple process for creating a RACI model includes the following six steps: Informed: People or stakeholders who need to be kept “in the picture.” They need updates on progress or decisions, but they do not need to be formally consulted, nor do they contribute directly to the task or decision.These people are “in the loop” and active participants. ![]() Consulted: People or stakeholders who need to give input before the work can be done and signed-off on.Success requires that there is only one person Accountable, which means that “the buck stops there.” This person must make sure that responsibilities are assigned in the matrix for all related activities. He or she must sign off or approve when the task, objective or decision is complete. Accountable: Person or stakeholder who is the “owner” of the work.Several people can be jointly Responsible. They must complete the task or objective or make the decision. Responsible: People or stakeholders who do the work.The four roles that stakeholders might play in any project include the following: Establishing such a consensus by employing the RACI model almost always gets a stuck project moving again, and enables the key stakeholders to readily deal with the other issues that require resolution. In almost 100 percent of my project rescue efforts, I have found that there is no shared understanding of participant roles and responsibilities, nor is there explicit documentation to support it. The acronym RACI stands for the four roles that stakeholders might play in any project. ![]() The RACI matrix is a project role and responsibility assignment chart that maps out every task, milestone, or key decision involved in completing a project and assigns which roles are Responsible for each action item, which personnel are Accountable, and, where appropriate, who needs to be Consulted or Informed. Integrating the RACI model into an organization’s project life cycle (PLC) creates a powerful synergy that enhances and improves project outcomes. The simplest and most effective approach I’ve seen and used to define and document project roles and responsibilities is the RACI model. No matter how detailed and complete a project plan may be for any project, confusion or omission of participant roles and responsibilities will cause major problems.Įnter the RACI matrix. Having managed and rescued dozens of projects, and helped others do so, I’ve noted that there is always one critical success factor (CSF) that has either been effectively addressed or missed/messed up: clarity around the roles and responsibilities for each project participant and key stakeholder.
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