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Identifying roles and responsibilities in change processes. Explanation of RACI. RASCI and RASIC.


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RASCI chart RACI chartWhat is the RACI model? Description

The RACI model is a relatively straightforward tool that can be used for identifying roles and responsibilities during an organizational change process. Obviously, transformation processes do not work automatically or autonomously. People have to do something so that the change of the processes will happen. Therefore it is useful to describe what should be done by whom so that a transformation process will happen.

In stead of the terminology RACI, sometimes also the concepts RASCI or RASIC are used.

The meaning of the abbreviation RACI. Acronym

  • R  =  Responsible. Person owns the problem / project.
  • A  =  to whom "R" is Accountable. He or she must sign or approve the work before it is OK.
  • S  =  can be Supportive. Can provide resources or can play a supporting role in implementation.
  • C  =  should be Consulted. Has information and/or capability necessary to complete the work.
  • I  =  should be Informed. Must be notified of results, but need not be consulted.

The technique is typically supported by a RACI chart (see figure) which helps to discuss, to agree, and to communicate the roles and responsibilities.

Steps in a RACI process

  1. Identify all of the processes / activities involved and list them at the left hand side of the chart.

  2. Identify all of the roles and list them along the top of the chart.

  3. Complete the cells of the chart: identify who has the R, A, S, C, I for each process.

  4. Every process should preferably have one and only one "R" as a general principle. A gap occurs when a process exists that has no "R". An overlap occurs when multiple roles exist that have an "R" for a given process.

  5. Resolve overlaps. Every process in a role responsibility map should contain only one "R" to indicate a unique process owner. In the case of multiple R's, there is a need to further detail the sub processes, to separate the individual responsibilities.

  6. Resolve Gaps. Where no role has been identified that has the "R" for a process, the individual with the authority for role definition must determine which existing or new role is responsible. Update the RASCI map and clarify the role with the individual that assumes that role.

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Expert Tips - RACI Method | RACI Roles | RACI Model | RACI Process Premium

Vertical RACI Analysis

If you find for any role:
* Lots of R's: Can or needs this person stay on top of so much? Can the decision/activity be broken into smaller, more ...
Usage (application): RACI Review

Horizontal RACI Analysis

If you find in any activity:
* No R's: Is the job getting done? Some roles may be awaiting approval, consultation or information. No one sees it ...
Usage (application): RACI Review

Extended RACI Variants

CAIRO or RACIO is another RACI-variant. The O meaning Omitted or Out of the Loop. Sometimes used to specify that certain individuals should NOT be inv...
Usage (application): Project Management, Assigning Responsibilities

Most Advanced Forms of RACI

More specific is: RASCI-VS.
- The 1st S stands for Supportive
- The V stands for Verifies
- The 2nd S stands for Signs.
Usage (application): Project Management, Assigning Responsibilities

Resources - RACI Method | RACI Roles | RACI Model | RACI Process Premium

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Introduction to the RACI tool which is aimed at strengthening accountability and decision-making practices in teams. The meaning of the RACI acronym i...
Usage (application): Basic Understanding of the RACI Definitions

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Download and edit this 12manage PowerPoint graphic for limited personal, educational and business use. Republishing in intranets, websites, books, ma...
Usage (application): Assigning Project Responsibilities


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Compare with the RACI model (RACI method, RACI Roles):  Brainstorming  |  Force Field Analysis  |  Gantt Chart  |  Forget Borrow Learn  |  Change Management Iceberg  |  Change Model Beckhard  |  DICE Framework  |  Changing Organization Cultures  |  Dimensions of Change  |  Root Cause Analysis  |  Kepner-Tregoe Matrix  |  Leadership Styles  |  SMART  |  CSFs and KPIs  |  IPMA Competence Baseline (ICB)

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