Transcript Wily
Wily Manager .com Agenda • What is Responsibility Charting and why it is important • Definitions • Guidelines and Rules • How it works • RACI horizontal & vertical analysis 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 crossfunctional/departmental projects and processes. 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. Two Perspectives • An analysis 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 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 Guidelines 1. 100% accuracy is not always required, and certainly not at first 2. It is an iterative process 3. Place accountability (A) and responsibility (R) at the lowest feasible level. 4. There can be only one accountability (A) per activity 5. Authority must accompany accountability. 6. Minimize the number of Consults (C) and Informs (I) 7. Actions/functions identified must be appropriate to this team’s level. Cascading RACIs will be put in place for other levels of the organization. 8. Actions should focus on positions not Individuals 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 Building Your RACI Process Process 1 Major process identified as needed to be analyzed through a RACI Chart Mgr Actions/Decisions/Functions A One of several sequential steps in the completion of a business process R Functional Roles a position assigned or assumed to accomplish an activity or subactivity Eng R I C 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 Chart Analysis and Review Horizontal Analysis 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 Position I A R C A C I A A C I C R C C R I Chart Analysis and Review Vertical Analysis Looking to Address: • Lots of R’s • No empty spaces • No R’s or A’s • Too many A’s Position I R A C C I A C R A I C C A R I