1. Wily
.com

2. Agenda What is Responsibility Charting and why it is important
Definitions
Guidelines and Rules
How it works
RACI horizontal & vertical analysis

3. What is Responsibility Charting?
A technique used to clarify roles and responsibilities.
Describes the participation by various roles in completing tasks or deliverables for a business process
It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes.

4. Benefits Eliminates misunderstandings and encourages teamwork
Reduces duplication of effort
Encourages communication and debate
Increased productivity through well defined accountability
Streamlined organization structure by collapsing unneeded layers and placing accountability where it belongs
Reinforces empowerment at the appropriate level of the organization.

5. Two Perspectives An analysis tool An Improvement tool
To chart the current system
To identify issues or where things may be falling between the cracks
An Improvement tool
Focus on how the organization should be
Very useful after a reorganization, or acquisition/merger

6. Definitions Responsible ”The Doer”: position working on activity
Accountable ”The Buck Stops Here”: position with yes/no authority.
Consult ”In The Loop”: position involved prior to decision or action
Inform ”Keep In The Picture”: position that needs to know of decision or action

7. Guidelines
100% accuracy is not always required, and certainly not at first
It is an iterative process
Place accountability (A) and responsibility (R) at the lowest feasible level.
There can be only one accountability (A) per activity
Authority must accompany accountability.
Minimize the number of Consults (C) and Informs (I)
Actions/functions identified must be appropriate to this team’s level. Cascading RACIs will be put in place for other levels of the organization.
Actions should focus on positions not Individuals

8. Rules of Engagement
Debate is encouraged, but must be considered and respectful
Argue your viewpoint, but respect the outcomes of the group
Need to work towards an 80% solution. Do not consider exceptional circumstances

9. Building Your RACI Process
Major process identified as needed to be analyzed through a RACI Chart
Actions/Decisions/Functions
One of several sequential steps in the completion of a business process
Functional Roles
a position assigned or assumed to accomplish an activity or sub-activity
Process 1
Mgr
Eng A R I R C

10. A Larger RACI Process Cascading RACIs throughout an organization
RACIs are most often iterative, that will need refinement.
The RACI should be revisited at least annually or as jobs or organizations change
Connect RACIs to job or position descriptions
Connect RACIs to organizational scorecards or measurement systems

11. Chart Analysis and Review
Horizontal Analysis
Position
Activity A R C I
Looking to Address:
No R’s or A’s
Too many R’s or A’s
To few R’s and A’s
Placement of C’s
Placement of I’s
Every box filled in

12. Chart Analysis and Review
Vertical Analysis
Position
Looking to Address:
Lots of R’s
No empty spaces
No R’s or A’s
Too many A’s I A C R C I C A
Action R A I C C A R I