2. RACI Overview
• The purpose of the RACI process is to answer the following questions . . .
– What functions, activities, and tasks must be performed
– Who must perform them and what is their level of involvement
• RACI is a highly participative process that ensures ownership of the
responsibilities
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3. Type/Degree of Participation Can Be Defined
Responsible • Individual(s) (Many) who perform an activity or take part
“Doer” in a decision—responsible for action/implementation.
Accountable
“Buck Stops Here”
Individual (One!!) who has ultimate decision making and
approval authority. Typically the owner of the budget.
Consulted Individual(s) (Many) who need to have input into a decision
“In the Loop” or action before it occurs.
Informed Individual(s) (Many) who must be informed that a decision
“FYI” or action has taken place.
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4. RACI Charting Maps Roles with Activities
Functional Role:
• A position assigned or assumed to accomplish
an activity or sub-activity
A C I
Activity: R C I C
• An action or
decision that is one I R A
of several
sequential steps in R A
the completion of a
business process. I A C
It should always
result in a clear A I R C
output
A C R I
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5. Region Employee Expense Statement Processing
(Example)
Participant Role
Region General
Activities Employee Secretary Supervisor Accounting Accounting
1. Document expenses AR
2. Complete expense
account form AR R C
3. Forward to supervisor A R
4. Review C AR
5. Approve I AR
6. Forward to region
accounting R A
7. Classify expenses C AR
8. Audit AR
9. Determine payment type C AR
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Notas do Editor
RACI Charting is based on the observation that misunderstandings and/or an absence of information about responsibilities is a major cause of inaction and implementation failure. RACI Charting is a technique designed to prevent this by explicitly
The accountability for completing an activity or making a decision is often ambiguous because more than one person shares an element of responsibility toward it. A complex function may involve several people, all of whom see the function from their perspective or need. To clarify these complex relationships, we separate accountability from responsibility. Responsible: “R’s” may also be delegated—particularly for larger tasks. Accountable: the person whose neck is on the line if the activity/decision isn’t carried out. The person with the “A” may also choose to take the “R” for completing the task, or may delegate the “R” to another party. For a complex activity
• Activities should take the following format (VAN): Verb Adjective Noun
An example of a completed RACI chart. Let class read through and make sure they understand Clarification of activities (if explanation needed): #2 employee jot down information and ask secretary to put into computer format, consult with accounting if not sure of expense category. #4 supervisor questions an expense that employee had documented. #9 general accounting ask employees how they want to receive payment (paycheck or direct deposit).
