Estimated reading time: 3 minutes
You’ve probably heard of the acronym RACI in some unspecified time in the future. RACI stands for responsible, accountable, seek the advice of, and inform. It’s a approach to establish organizational accountability by assigning who’s “responsible” for doing the work, who’s ultimately “accountable” for the final result of a task, who’re the subject material experts to be “consulted” concerning the work, and at last, who must be commonly “informed” concerning the status of the work.
While I like RACI, there’s an identical acronym called MOCHA that I like just as much – if no more. Here’s what MOCHA represents:
Manager: Who handles the day after day management of the duty or program? Someone needs to be chargeable for the work – whether that’s a task, process, program, etc. They handle the on a regular basis decisions and coordinate the front-line activities related to the job.
Owner: Who’s the organizational owner or sponsor for this task or program? Depending upon the sort of work we’re referring to, this person could be a senior leader who directs a department or division. Or perhaps it’s someone that has quite a lot of influence within the organization, so we would like them to be kept within the loop.
Consultant: Who advises the group or manager? This might be an internal or external subject material expert. They may have an everyday role or be someone who known as in to cope with a selected problem or obstacle.
Helper: Who’re the folks that the group or manager taps into for information or assistance? There are all the time individuals who help us accomplish our work. They won’t be in our department. They won’t be on our project team. But we want them for data, information, and sometimes only a supportive ear.
Approver: Who approves resources for the manager or group? This may increasingly or will not be the owner. The approver might be someone in purchasing or procurement. Or perhaps they’re the CFO. We want each owners and approvers to achieve success.
I feel MOCHA is a refreshing tackle the normal RACI acronym. I particularly liked the addition of the “helper” category. I don’t know that organizations spend enough time fascinated with the assistance they may need to perform a goal. Not only does this help the group give attention to those resources but it surely provides a way for those “helpers” to be acknowledged for his or her contribution.
I originally heard about MOCHA from a participant in a training session. That’s the opposite thing that I liked about MOCHA – a company took an idea like RACI and made it work for them. To me, that’s what best practices are all about. It’s not all the time about just copying what another person is doing. It’s about saying, “I like that concept. How can I make it work for me or my organization?” Latest ideas are formed on a regular basis.
Most significantly, whether you utilize RACI or MOCHA, the main focus remains to be on establishing accountability for a task or program! That is so incredibly vital. What number of programs or projects fail because clear accountability isn’t established? As organizations are setting their goals for the upcoming 12 months, it could make quite a lot of sense to make use of a tool like RACI or MOCHA to ascertain greater organizational accountability.
Images of MOCHA beverages captured by Sharlyn Lauby
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