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The RACI Authority Matrix

 
Continual Service Improvement (the fifth publication of the ITIL Lifecycle Core Guidance suite) introduced us to the RACI Authority Matrix.
The RACI Matrix (pronounced either as ‘Racy’ or ‘Raki’) is not a new concept and has been around for many years as a management technique. The name RACI is an acronym, derived from the initial letters of:
Responsible – Accountable – Consulted - Informed
A number of extended or revised forms have also been developed including:
RASCI or RASIC matrices (adding an S for Supportive)
RACI-VS or VARISC matrices (adding a V for Verifies and S for Signs-off)
CAIRO or RACIO matrices (adding an O for Omitted or Out of the loop)
 
What is a RACI Matrix?
 
In simple terms, a RACI Matrix is a tool used to describe the roles and responsibilities of teams or individuals mapped against business as usual or project activities, or in the delivery of a process. In addition, it can be used in the clarification of roles and responsibilities involved in complex programmes or projects or to show responsibilities acrossmultiple operational teams or organizations.
RACI matrixes are similar to decision-rights matrices, which are also developed to summarise roles and responsibilities.
 
When to use a RACI Matrix
 
RACI Matrices form can be used at various points across the entire Service Lifecycle, some examples are shown below:

During the design phase of a new project, service or product implementation to identify roles and responsibilities both during and after delivery into production operation

As an aid during organizational change or change programmes

During Business As Usual activities, to clarify roles and responsibilities of or between teams or relating to a service or specific set of technologies

Ongoing, as an enabler during Service Improvement (SIP) activities, allowing roles and responsibilities and activities to be linked to service improvement initiatives

During development of Operational Level Agreements (OLAs) and Underpinning Contracts (UCs) to ensure all roles and responsibilities are clearly understood and support SLAs and SLRs

For ongoing use by Team Managers, linking activities to Critical Success Factors, Key Performance Indicators (KPIs) etc.

Periodically, to enable Team Managers to link activities to appraisal objectives

 

Why you would use a RACI Matrix
 
RACI matrices are not mandatory, but if used effectively can help alleviate common issues which occur in Service delivery, Project implementation and organizational change programmes, including (but not limited to):

Lack of clarity regarding roles and responsibilities (by both management and Support team members)

Activity duplication resulting in increased costsInability to support customer SLAs as service roles and responsibilities are not alligned

Lack of activity ownership

Lack of understanding relating to a new service / product before it is transitioned into production

Contact and escalation difficulties by Service Desk and support teams

 

Benefits of RACI Matrices
 
The benefits of RACI Matrices include:

The clear definition of who is responsible for each defined activity

Clarity around expectations for each role

Increased productivity through well defined accountability

Reduced overlap and minimized gaps

Elimination of conflict around who does what

Enables a snapshot view of tasks with activities and processes

Creates opportunity to re-engineer tasks if necessary as part of Continual Service Improvement activities

Improved planning / communication die to increased team member participation

Enables consensus and agreement

 

Steps in the RASCI process
 
Recommended steps in the RACI matrix development are:

Identify all of the activities / tasks / processes involved. This is best achieved by:

Interviewing the team(s) and people responsible for delivering the activities

Undertaking a brain storming session to identify all known roles and responsibilities

Developing a high level process flow diagram identifying the key stages / activities

Listing the identified tasks / roles and responsibilities for each stage / activity

Create a new spreadsheet / matrix

List the identified activities down the left hand column of the spreadsheet

Identify all of the resources / roles involved and list then along the top row of the matrix

Complete the cells of the matrix, identifying who is responsible for the R,A,C and I roles for each identified task

 

R - RESPONSIBLE

Owner who is RESPONSIBLE for the task delivery. This is usually somebody appointed by a group to deliver the task, or somebody whom the Accountable person has delegated to deliver in a particular circumstance. There should preferably be only one “R” per activity.

A - ACCOUNTABLE

This is the person to whom the "R" is ACCOUNTABLE for delivering the task. This may involve the sign off (APPROVAL) of a task. The Accountable person has ultimate responsibility for ensuring the “R” delivers. There should be only one “A” per activity.

C – CONSULTED

Any resource that is to be CONSULTED because they have information and / or capability necessary to complete the work, which cannot be completed without their input. This is a two way communication. There can be none or multiple “C” resources assigned.

I – INFORMED

All resources to be INFORMED during the delivery or must be notified of results, without the need to be CONSULTED. This is a one way communication to all relevant resources. There can be none or multiple “I” resources assigned.

 

Every task should have only one A and preferably only one R as a general principle. A gap occurs when a process exists with no A or R (no one is accountable or responsible). an overlap occurs when multiple roles exist that have an R for a given process

Resolve overlaps where multiple Rs exist for an activity, zoom in and add further detail relating to the subtasks associated with the activity. This will add further clarity and help to establish responsibilities

Resolve gaps. The simpler case to address is the resolution of a gap. where no role is identified that is responsible for a task, the Process Manager with the authority for the group or role identified must determine which existing role is responsible or whether a new role is required

 
Programme
Manager
Project
Manager
Steering
Committee
Service
Manager
Operations
Manager
Activity 1
R
 
A
 
 
Activity 2
A
R
 
S
C
Activity 3
 
RA
 
I
I
Activity 4
A
 
 
R
C
Activity 5
 
 
 
 
 
Activity 6
A
R
 
 
S

 Example of a simple RACI Matrix