The RACI Chart steps below describe the same process that I would typically work through with clients.
How to Make a RACI Chart
A RACI chart is made in 10 simple steps
- Begin by getting together the key people who are going to be championing the process. Including a line manager or department supervisor, or superintendent. Try to have a person from each of the main functional areas involved. All the various types of stakeholders if possible.
- Complete this free online training program. Cover these two pages about RACI and RACI Charts and ensure all involved are familiar with the RACI diagram concept and understand what the objectives and benefits of developing the RACI Chart are.
- The group should be agreement on where the company wants to go with this exercise. Why it is being done. If necessary involve higher levels of management in this early stage.
- Agree on the task, i.e. "on what task or main business process are we doing the RACI chart"? For example, managing the daily production cycle, handling of new customer orders, etc. Importantly, further agree on the definitions of what accountabilities and responsibilities are.
- List all the activities that need to be done in the process. I.e. Update the daily production plan, complete equipment inspections, etc. Begin with the end in mind, the way you want things to be.
- List all the positions across the top of the RACI diagram. Then list all the activities down the left side column of the RACI.
- Make the first draft by going through each activity one-by-one and fill in the RACI matrix by placing the letters R, A, C or I into the relevant places. Do the first RACI Analysis.
- Because of the nature of this task it is at this stage now in the development of the RACI matrix that it is more so called a RACI decision making model. Importantly at this stage we question our decisions by asking does the R, A, C or I fit the qualifications of the position?
- Distribute a copy of the draft RACI chart to each position listed on the chart and gather their input, feedback, comments, concerns and agreements etc. Provide an open door opportunity for people to have one on one discussions with their manager about their roles and responsibilities.
- Do the final RACI Analysis. The process champions should meet together and review the gathered information and make any required adjustments and speak with individuals as required. Training requirements and gaps and overlaps in current processes will be identified and will need to be resolved and included into the 'to be' developed change management implementation plan.
- With all the feedback and new information received, complete the final RACI Chart. Develop the change management implementation plans, timelines, and training and coaching plans if required for new roles and tasks that people are taking on.
- Distribute the completed RACI to all the relevant people. Communicate as required the new roles, accountabilities and responsibilities, etc. Implement the plans. The implementation plan should include a follow-up meeting for the group in the following days and weeks to sort out any issues or further opportunities that have arisen from the implementation.
RACI Matrix Template
Please feel welcome to download this RACI template in excel. It's free. (Coming soon)
. This is in Microsoft excel and ready to use immediately.
If you like this how to build a RACI Chart page, and have not already reviewed Page 1
the RACI Guide, you may like to visit this page. For what does RACI stand for, reasons why we make a RACI chart
and the immediate benefits for managers and leaders?
RACI Chart Analysis
Firstly begin by analysing the activities.
R - Responsibilities
Does every activity have an 'R'. If not, who is going to do it? Will the activity get done? Is it a necessary activity? Is this an opportunity to improve and streamline a process, or an identified gap in the current structure or roles and responsibilities? If it is not a value adding activity try to eliminate it
A - Accountabilities
Is there any activities that have no 'A's'. If not, what role benefits from this activity? Perhaps then that role should be accountable. Otherwise if an activity has no role accountable for it, why is it being done. There must be an accountability for every activity.
Is there any activity that has more than one 'A'. If so this must be changed to one role only. The basis of well performing companies and fast efficient processes is that only one person is ultimately accountable for any one thing. Additionally having two accountabilities for one activity defeats the purpose of the RACI benefit of eliminating the 'blame others' or 'finger pointing' behaviour.
C - Consulted
Are there activities with many 'C's' across the roles. If so, why do so many people need to be consulted? Is this a time wasting exercise to be gathering so much input before an activity? Try to reduce 'C's' to as few as possible to streamline and speed up processes.
I - Informed
If there are many 'I's' for one activity, why do this amount of people need to know about this activity every time it is done? Do they really need to know every time or only in exceptional situations. If many people do need to be informed, then we should look at how this informed knowledge is distributed to simplify the process.
Perhaps noticeboards can be used so that individuals become responsible to inform themselves.
Secondly analyse the functional roles
Look at each of the roles and consider the following questions and scenarios.
R - Responsibilities
Does one position or one role have a lot of 'R's'. If so can the position cope and manage with this many responsibilities. How broad is the scope of the responsibilities, is it realistic. Are some of these responsibilities actually 'I's'. Sometimes roles can be perceived to have many responsibilities but actually many are 'I's' or 'C's'.
Does one position or one role have no 'R's'. If a role has no responsibilities can this role be enhanced by taking on more work, or can the position be removed from the task.
A - Accountabilities
The goal is to push the accountabilities down the line as far as possible.
Is there a position that has no "A's"? If so, then are accountabilities for tasks properly spread among the roles? Are there properly established control points throughout the process to ensure that things get done.
C and I - Consulted and Informed
Does one position or one role have a lot of 'C's' and 'I's'? If so does this position realistically have to consult or be informed on so many activities? Are job descriptions properly defined and properly separated? How broad is the role? Are some of these C's and I's in place because of gaps in other areas of the companies operating system and structure?
Tips for making your RACI Chart exercise a Winner
RACI Diagram To do's
A RACI Chart is fairly simple to understand, but if things are not properly thought through the process of making a RACI chart can be difficult and complicated
. This can easily happen, especially because in some business environments people are so busy some things can get overlooked. These points to consider below should help eliminate this concern.
If there is nobody in the team who is already experienced with RACI, involve a change management specialist or consultant or a business improvement role
It is not advisable to leave the RACI matrix development responsibility to a person who is a junior in their position. The team members should have a good understanding of the required processes
and the way the company is structured to deliver results.
It should be a team focused exercise.
Ensure the design of the RACI fits the company culture, or the direction the culture is moving in terms of the involvement and depth of the hierarchy and decision making responsibility, delegation and so one. People listed in the matrix who have a lot of decision making responsibility will have difficultly being successful in a highly autocratic culture
. And visa versa, if a company allows people to work and make decisions more independently, this should be reflected in the RACI.
RACI charts are not generally done for every single process in a firm, but only on those activities that add value to the outputs of the business
. Such as production operations and processing of customer orders, managing accounts receivable, etc.
Activities that are outside of this scope should be worked on as part of the business process improvement initiatives. There are often many opportunities identified to further streamline or eliminate non-value adding activities
Importantly, make available human resource management facilitators
for people to meet with if they wish to cover any personal concerns away from there direct line of management.
Why do we make RACI charts? Find out here why, there benefits and more.
A RACI Chart is one of the great change management tools. If you liked this you may also like Force Field Analysis
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