RACI Matrix in Maintenance Planning - Accountable,Responsible,Consulted,Informed

RACI Matrix for Maintenance Planning 

An important part of developing high performance teams is ensuring that each team member knows what each other is responsible for and takes ownership/accountability of these goals. This is where using a simple model like RACI (ray-c) is highly effective

Teamwork and effective coordination among teams is the key to the success of a project. One of the first steps to begin a project would be to chart out the roles and responsibilities. A simple and visual tool to present this information is the widely used RACI matrix. This matrix tracks people or roles to the business activities, defines accountabilities of team members and gives the stakeholders a clear understanding of the team.

One more to the list. RACI matrix for maintenance planning which neatly defines the roles of a supervisor, planner, technicians and managers

The RACI Method is a very useful technique which can help to reduce confusion and leads project to faster completion Clearly defined roles a responsibilities pave the way for successful project execution, and RACI charts are a simple, straightforward tool for achieving this aim

RACI Matrix

One of the important tools for tracking roles & responsibilities is the Responsibility Assignment Matrix (RACI matrix). RACI stands for:

• Responsible – Who is responsible for the execution of the task?
• the person responsible for completing a given task
• The doer – working on the activity
• The individual(s) who actually completes the task, the doer. Responsibility can be shared. The degree of responsibility is determined by the individual with the “A” 
• The “doer” is the individual(s) who actually complete the task. The “doer” Is responsible for action/implementation. Responsibility can be shared. The degree of responsibility is determined by the individual with the “A”.
• Complete the work. There should be at least one R (otherwise the work is not performed) and there can be multiple Rs (team members)
• Accountable – Who is accountable for the tasks and signs off the work?
• the person to makes sure the work gets done, and/or that the right decision gets made
• The person who is ultimately responsible. Only one “A” can be assigned to a task
• The buck stops here – yes/no authority
• “The Buck Stops Here” The accountable person is the individual who is ultimately answerable for the activity or decision. This includes “yes” or “no” authority and veto power. Only one “A” can be assigned to an action. 
•  Approves the completed work and is held fully accountable for it. There should be one and only one A.
• Consulted – Who are the subject matter experts who to be consulted?
• one or more people who must be consulted with, prior to a given task being completed
• In the loop – involved prior to decision/action
• The individual(s) to be consulted prior to a final decision or action. This incorporates two way communication
• “In the Loop” The consult role is individual(s) (typically subject matter experts) to be consulted prior to a final decision or action. This is a predetermined need for two-way communication. Input from the designated position is required.
•  Possesses the information and/or capability to complete the work. Two-way communication (typically between R and C). Optional.
• Informed – Who are the people who need to be updated of the progress?
• one or more people who must be informed after a task is completed or a decision is made
• Keep in the picture – needs to know of the decision/action
• 
  
• The individual(s) who needs to be informed after a decision or action is taken, This is one way communication
• Getting or sharing information
• “Keep in the Picture” This is individual (s) who needs to be informed after a decision or action is taken. They may be required to take action as a result of the outcome. It is a one-way communication
• Informed of progress and results. One-way communication (typically from R to I). Optional.

RACI MATRIX DEFINITION 

 can be seen in the image above, the RACI model describes the key roles that people take in achieving a goal or completing a task. The RACI model is used in several ways to communicate roles and responsibilities across an organisation.

The main SMART Goal is clearly defined and the tasks required to achieve that goal are given below with due dates and names against each of the RACI factors as appropriate.

Another way to complete the RACI Matrix is to list the Roles/People across the top row and then allocate the RACI in the cells that intersect each task with the appropriate person.

Which ever way works best for your team, using a RACI Matrix will help you clearly define roles and responsibilities within your team and help them take accountability, responsibility and ownership for their tasks which in turn will lead to more engaged team members and higher performing teams.

DEVELOPING THE ACTION LIST An important element of Responsibility Charting is developing the actions to be charted and agreed upon. The lists can be developed in several ways. One effective way to gather information on functions, decisions, or activities is in a one-on-one interview. This interview is an analytical questioning process and ranges from broad questions such as “what are the department’s objectives?” or, “what must the team accomplish?” to very specific questions involving inputs and outputs of work, to and from the participant. An alternative to the interview is a group “brainstorm” or idea generation technique with representatives from the “process participant” departments. A facilitator would record the actions which then could be fine-tuned in subsequent group meetings.

RACI is really a tool. Like many simple tools, the RACI model starts to feel more complex as soon as you put it into practice. In this way, working with RACI is more like a SKILL that needs to be developed than it is like a LEARNING that you acquire by reading or hearing a presentation about it. Think for a moment about learning to play a musical instrument, like the violin. You can understand the theory behind violin sound production, you can listen attentively while someone demonstrates the beautiful sounds that a violin can make, but until you take the violin into your own hands and try to play it, you will always remain in the audience. Anyone who has tried to play a violin will attest to the fact that it is a lot harder to make beautiful music with it than it looks! 

So let’s see if we can get underneath the simple definitions of the RACI codes and understand how they really operate in practice.

Responsibility:  The “R” code is important when you are trying to enhance ACCOUNTABILITY in the system. The person who holds the “R” is the one who will make sure that this piece of work gets done. If you have an “R” for a piece of work, you are asking yourself questions like, “When will I have time to do this work? What kinds of resources will it take? When is it due?” The anxiety of holding the "R" role is whether or not you can do everything, or do everything well. If you have too many "R"s, you feel overwhelmed. 

If the work doesn’t get done at all, that’s a failure of the "R" accountability in the organization.

Authorize:  The “A” role holds the AUTHORITY in the system, and must approve a decision or determine if a particular task has been done well. This person is accountable for something quite different—their job is to exercise judgment in making the decision. If you have the "A" role for a piece of work, you are making a choice. The risk for you in the "A" role is simple but profound: you can be wrong.

So what if you delegate work to someone else, and give him or her the "R"? Being in the "A" role often means that you are the person who must ultimately supervise them in doing that work. Did the job get done? Did the job get done well enough? These are the kinds of things you worry about.

Consult: The “C” role is perhaps the easiest to understand. A person is given a “C” role if they have a particular knowledge or expertise to CONTRIBUTE to the decision or the task. In this role, you give advice. It’s easy to recognize a “C” role because if you have a "C," you must be included BEFORE the decision is made. People turn to you because they believe that you know something important that will contribute to a good recommendation or outcome.

Think about IT and new product design—often we give the "C" role to a group of end users so that they can improve the design before it is finalized. (This is an old socio-technical principle that those who use a product should participate in its design.) 

ॐ पूर्णमद: पूर्णमिदं | Om Purnamadah Purnamidam

Inform:  The “I” role comes after the fact, because the person doesn’t participate in the decision before it is made. In the "I" role, you are INFORMED about the decision afterwards—you don’t participate. Thinking carefully about who “needs to know” about actions and decisions is good stakeholder management.

You can use these four RACI codes as a language—a kind of shorthand—to talk about accountability and authority in your workplace, without ever taking the next step of constructing a formal RACI matrix. This way of using RACI—call it RACI Lite—is powerful all by itself and will enhance collaboration tremendously—all you have to do is know what you’re talking about.

http://www.racitraining.com/

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