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Penn State Projects

RACI Matrix for a Service End-of-Life Project

This RACI matrix was used in a project for sunsetting a service. Names of individuals and their organizations have been altered.

 Project TeamBoris Karloff
Director, Some Unit 
Stanislaus Kugler
Director, Some Other Unit 
Daniel Boone,
Manager, Communications Group in Some Unit
George Washington
Director, Some Unit 
Tsar Nicholas II,
Director, Communications Group in Some Unit
Calvin Coolidge,
CIO 
Karen Carpenter, IT Manager, Some UnitSalvadore Dahli,
Multimedia Specialist, Some Unit 
ActivitiesOrganization
Finalize Target DatesRCICI ACI CI  
Find out precedent for notifying users via mass e-mailing of service EOL   A     
Approve Communications CopyRCI  CIIACI  
Finalize & Publish End-User DocumentationRA        
Freeze Ability to Add New Instances on 2014.05.12RA        
Shut Down Service to Users on 2014.08.18RA        
Switch off Servers on 2014.12.22RA        
Decide Future, Address Needs, of Student Aggregate UsersR      RA 
Decide Future, Address Needs, of Special-Category ContentR       RA

Responsible: The individual(s) who complete the task. This responsibility can be shared.  The degree of responsibility is determined by the individual with A.
Accountable: The individual who is ultimately responsible. Includes yes or no authority and veto power. Only one A can be assigned to a function. 
Consult: The individual(s) to be consulted prior to a final decision or action. Requires two-way communication.
Inform: The individual(s) who need to be informed after a decision or action is taken. Requires one-way communication. 

Guidelines:

  • Eliminate "checkers checking checkers" (lots of Cs in a row).
  • Encourage teamwork.
  • 100-percent accuracy is not always required. 
  • Place accountability (A) and responsibility (R) at the level closest to the action or knowledge.
  • There can be only one accountability per activity.
  • Authority must accompany accountability.
  • Minimize the number of consultants (C) and informs (I).
  • All roles and responsibilities must be documented and communicated.
  • Lots of Rs in Column: Can or need the individuals stay on top of so much? Or can the decision or activity be broken into smaller, more manageable functions?
  • No empty spaces in Column: Do the individuals need to be involved in so many activities? Are they "gatekeepers" or could management-by-exception principles be used? Can Cs be reduced to Is or left to the individual's discretion when something needs particular attention?
  • No Rs or As in Column: Should this functional role be eliminated? 
  • Too many As in Column: Does a proper segregation of duties exist? Should other groups be accountable for some of these activities to ensure checks and balances and accurate decisionmaking throughout the process? Is this a bottleneck? Is everyone waiting for decisions or direction?
  • Qualifications: Does the type or degree of participation fit the qualifications for this role?
  • No Rs in Row: Is the job getting done? Some roles may be waiting to approve, be consulted, or informed. No one sees his or her role as the one to take the initiative.
  • Too many Rs in Row: Is this a sign of "over the wall" activities? "Just get it off my desk asap"?
  • No As in Row: Why not? There must be an A. Accountability should be pushed down to the most appropriate level.
  • Too many As in Row: This creates confusion because every person with an A has a different view of how it is or should be done. There can be only one accountability per activity.

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