RACI Team Roles & Responsibilities
Even the most detailed and complete project plans almost inevitably fail if there is omission or uncertainty of participant roles, tasks and responsibilities. To avoid this, use our RACI Team Roles & Responsibilities presentation. It will help you incorporate theRACI matrix into your business' processes and create a strong spirit of collaboration that will amplify and improve every project's outcome.
The RACI matrix calls for a leader to assigns whether each participating team member is Responsible, Accountable, Consulted or Informed.
This slide will help you to explain how exactly the RACI matrix works within project management. You can mention that it maps out every task, milestone or key decision involved in completing a project and clarifies assigned roles.
To make your team feel valued and to create a culture of engagement (which encourages high performance) add pictures of your team members to each responsibility. Slides such as this were developed to help you with this task.
According to IBM, the matrix shows main activities as rows and participating members as columns. For each member, a leader or project manager indicates whether they're responsible, accountable, consulted or informed. To break it down:
- Responsible – this role does the work to complete the activity. Only one role is responsible, but other team members can help if needed.
- Accountable – this role green lights the completion of the deliverable to fulfill the activity. Only one party is accountable for each individual task or deliverable.
- Consulted – this role is an individual or a group who is consulted to provide opinions or technical expertise required to complete an activity or deliverable. Normally, they are subject-matter experts who are in communication with the people responsible for activities.
- Informed – these team members are notified of progress, most of the time, only when a task or deliverable is already completed.
The simple process for creating a RACI matrix includes the following six steps, per CIO:
- Determine all the tasks involved in delivering the project and list them on the left-hand side of the chart in completion order.
- Identify all the project stakeholders and list them along the top of the chart.
- Complete the cells of the model by assigning who has responsibility, accountability and who will be consulted and informed for each individual task
- Check that every task has at least one stakeholder responsible for it.
- Check that no task has more than one stakeholder accountable.
- Distribute, discuss and agree on the RACI matrix with your stakeholders at the start of the project to resolve any conflicts or vagueness.
In 2020, the world transitioned into a new norm, forever changing the ways we work and communicate. The question that kept many managers up at night was: how to effectively hold a remote team accountable? Inc. lists four mistakes to avoid when dealing with the issue.
Demanding high productivity.
Remote teams can be quite productive and even outperform their in-office peers, but not on day one or when they're distracted. Leaders who fail to acknowledge this, add to that stress. Instead, identify the highest priority tasks right now and relax the rest, the experts say.
Assuming this is temporary
It's likely that crises like COVID-19 will reoccur, the experts say, and permanently change how work gets done going forward. That's why being good at working remotely is crucial. It will not only help you stay productive but also remain competitive, as your competitors are navigating the problem of having remote teams accountable too.
Disallowing use of any non-approved tools
Facebook, for example, struggled with this problem in 2020, Inc. reports, as employees used unapproved tools to meet demands. "You can't have it both ways. Either give your teams the resources they need to be effective or decrease your expectations," David Horowitz, the CEO of Retrium, a platform for running online retrospectives, told Inc.
Dictating hours and response times
Managers approach this differently. Some are flooding their teams' email boxes, demanding updates and making it impossible for people to see what they're supposed to reply to. Others require an 8-to-5 online presence, making workers afraid to step away from the computer.
Theresa Sigillito Hollema, a global team expert and director of Interact Global, told Inc.,"Trust between leaders and team members starts with the leader. You must figure out how to monitor the work output, rather than the work activity." Holding one-on-one meetings with every individual is also a good idea, but use this time to increase performance, not to demand updates.