* Reader says using RACI is the way to get stakeholder buy-in
We benchmark many things these days – products, processes, and so forth – but how often do we benchmark the human interactions on which so many of our IT processes rely? How do we know, for example, that everyone involved in a process is engaged at the proper level, is committed to a program’s success, and is making a proper contribution?
Mike M. from the U.K. responded to one of last week’s newsletters, agreeing with my point about getting stakeholder buy-in, but then did me one better by offering some commentary on how to do it. Mike’s approach to making sure nothing falls between the cracks is an implementation of the RACI model, a management tool that lays out in matrix form the involvement of everyone associated with a project who should be Responsible, Accountable, Consulted, and Informed (hence, “RACI”).
I hadn’t thought about RACI for some time, and am indebted to Mike for helping it resurface in my thinking. RACI is a simple tool that offers the twin virtues of being both easy to understand and easy to implement. Additionally, you can try it out yourself informally as a method of directing the interactions of staffers involved in a project. Best of all, you can try it without calling meetings, doing training or otherwise interfering with you staff’s workday.
Here’s how it works:
1. On a piece of paper, draw a matrix that represents the project.
2. The rows of the matrix represent processes the project requires. On the left-hand side of the matrix, list these processes, one per row.
3. The columns represent stakeholders. Across the top of the matrix list each person (or office, or group) with a role to play in the success of the project, one role per column.
4. Next, fill-in the RACI chart – using the letters R, A, C or I – by qualifying the role of each person with regard to each process.
* Use “R” if the person is the project owner and is thus Responsible for the task.
* Use “A” for the boss with sign-off authority and overall Accountability.
* Use “C” for anyone who must be Consulted to get needed input.
* Use “I” for anyone who should be Informed of the results.
This leaves you with a one-page guide to the human interactions associated with each process within a project.
More guidance on the RACI method is offered here.
Mike M. uses this method to “attempt to get true ‘buy-in’, apply governance and document the relationships in the project.” He also offers one added piece of guidance, and a reality check. First keep everyone informed, but with “information specific to the selected audiences.” The reality check? “This only works if well sold/presented.”
Project managers use many tools to direct the operation of their projects. Often, however, their tools – GANTT charts and the like – while presenting a useful quantitative understanding of how a project is expected to work, provide little insight into the qualitative aspects of project management. Some of you will be working with business units to help them understand the value of their data so you can implement an information life-cycle management strategy. A chart such as this ought to offer guidance regarding the “political” aspects that so often play a significant part of such efforts.
