Why Use a RACI Matrix?

Not too long ago, I was involved in a post implementation meeting for a change that was not very successful. During the meeting there was a very heated discussion, some of the comments I heard were:

‘I thought you were going to do that’
‘That is not my responsibility”
‘Why wasn’t I informed that this was occurring’
'I have the responsibility, but not the authority to get the job done'
‘I knew how to fix the issue, but no one ever asked me’

It occurred to me that having a RACI chart would address these comments. The RACI model is a straight forward tool used for identifying activities and relating them to roles and responsibilities, thus avoiding confusion over who does what and how people are involved. The acronym RACI stands for:

Responsible: This role is responsible for the correct execution of process and activities. This person or persons do the work to achieve the task.
Accountable: This role has ownership of the quality and the end result of the process. This must be one person and is often the project executive or project sponsor.
Consulted: This role has involvement through input of knowledge and information. They provide information for the project and with whom there is two-way communication. This is usually several people, often subject matter experts.
Informed: This role receives information about process execution and quality. These are the people who are kept informed about progress and with whom there is one-way communication. They are usually affected by the outcome of the tasks so need to be kept up-to-date.

Putting together an authority matrix can be a time-consuming, but worthwhile, task. This chart will clarify to all involved which activities they are expected to fulfill, as well as identify any gaps in service delivery and responsibilities. Without clearly defined roles and responsibilities it is easy for projects to run into trouble. When people know exactly what is expected of them, it is easier for them to complete their work on time, within budget and to the right level of quality. A RACI matrix is used to discuss, agree and communicate roles and responsibilities.

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services, which is people. Because the people element adds variability, the service is variable. This holds true, especially for the value proposition—not eve...

What Is A Service Offering?

The ITIL 4 Best Practice Guidance defines a “Service Offering” as a description of one or more services designed to address the needs of a target customer or group. As a service provider, we can’t stop there! We must know what the contracts of our service offering are and be able to put them into context as required by the customer. Let’s explore the three elements that comprise a Service Offering. A “Service Offering” may include: Goods, Access to Resources, and Service Actions 1. Goods – When we think of “Goods” within a service offering these are the items where ownership is transferred to the consumer and the consumer takes responsibility for the future use of these goods. Example of goods that are being provided in the offering – If this is a hotel service then toiletries or chocolates are yours to take with you. You the consumer own these and they are yours to take with you. ...

What is the difference between Process Owner, Process Manager and Process Practitioner?

This article was originally published in 2015. With the Introduction of ITIL 4, some of this best practice has changed. See ITIL 4 and the Evolving Role of Roles . Updated Definitions in ITIL 4: Process Owner: In ITIL 4, the concept of 'processes' has expanded into broader 'practices.' Consequently, the Process Owner is now often referred to as the 'Practice Owner.' This individual is accountable for the overall design, performance, integration, and improvement of a specific practice within the organization. They ensure that the practice achieves its intended outcomes and aligns with the organization's objectives. Process Manager: Now commonly known as the 'Practice Manager' in ITIL 4, this role is responsible for the day-to-day management of the practice. The Practice Manager ensures that activities are carried out as intended, manages resources assigned to the practice, and oversees the practitioners performing the work. Process Practit...

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