Estimated reading time: 3 minutes
Regular readers of HR Bartender know I’m a giant believer in accountability. I also imagine responsibility and authority go hand in hand. In the event you’re liable for a task or project, then you need to have the authority to make things occur. Especially because you’re going to be held accountable for the outcomes.
Several years ago, at a conference in London, I learned concerning the RACI model which stands for who’s Responsible, who’s Accountable, who should Consult and who should Inform. RACI is a term often utilized in project management to assign responsibilities and based on Wikipedia, here’s how the person roles are defined.
Responsible represents the people who find themselves doing the actual work. I understand not everyone involved with a project is hands-on, so I’m assuming this is concentrated on the hands-on, within the trenches work that should be done. I’d also wish to think that being liable for the work doesn’t absolve you from being held accountable for completing the work.
Accountability on this RACI context means the one who ultimately can be labeled a hit or failure based upon the end result of the project. It is perhaps the project manager or the one who championed the project in the primary place. In addition they may or might not be doing among the hands-on work.
Seek the advice of (or Counsel) are the material experts (SMEs) whose expertise is required to finish the project. Depending upon the project scope, they may have a daily role inside the project team or perhaps they’re consulted if a selected problem occurs. I could also see this role not being confined to internal resources. Perhaps the SME is an external consultant or contractor.
Inform includes the person(s) who’re sponsoring the project. Traditionally, every project has a sponsor that helps the team obtain resources and buy-in. The sponsors should be kept within the loop concerning the project status. Often this might be done with written reports and occasional one-on-one meetings, nevertheless it’s a critical piece of project management.
The RACI model intrigued me because I’m wondering what number of teams actually spend time discussing roles as a part of a project plan. I don’t recall ever being on a team where we had a deliberate conversation about this. And I’m wondering if teams spent more time on this aspect, if it will help the group reach their goals faster and with fewer setbacks. All and sundry knows their role, can operate effectively, and conflict is reduced.
Business professionals can profit from project management tools of their each day interactions. Models like RACI can add a level of clarity to the project…and to the end result. Perhaps it’s time for business pros to start reading project management blogs and keeping a PM book on the bookshelf. It could come in useful.
Image captured by Sharlyn Lauby while exploring the streets of Washington, DC
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