Make a list of projects and processes that cross multiple teams or areas.Note: The RASCI model can be used for each project individually, or it can be used to map all of a team’s processes and projects. For example, “junior analysts” or “purchasing department.” Process Each projecet or process can (and probably should) have multiple Is, and it may make sense to list roles or teams rather than individuals. I nformed: people or teams who are affected by the process or project and should be kept informed. All others should be in the I category to keep things manageable. Each process or project can have multiple Cs, but only people who can provide substantive input should be Cs. Can be though of as “SMEs” (subject matter experts). Cross-trained team members who could fill in for R could also fall into this category.Ĭ onsulted: people or teams who should provide input into the project. For some projects or processes, there will not be anyone in this category because R is doing all of the work. S upportive: others who will help the R carry out the process or project. Each project or process should have only one A. Can be thought of as the client or approver. For best results, each process or project should only have one R – if there are multiple project leads, consider splitting the project into its component parts, each with its own R.Ī ccountable: the person who has final approval of the process or project. Can be thought of as the project manager. R esponsible: the person who is the primary “doer” of the process or project. The RASCI Model for Teamsįirst, a few definitions to help explain our version of this tool, which we'll call the RASCI model. It can also help you see whether you've allocated work evenly and where you might have some key person dependencies that put your team at risk. This tool can be helpful in identifying who's doing what for each major process and project on your team, and who has final authority over each area. Even better: since you're using them for your team's internal purposes, you can adapt them in ways that would not be found in the PMBOK (Project Management Body of Knowledge) but are just right for you.Ī commonly used tool, usually referred to as the RACI model, can be adapted to help you clarify roles and responsibilities on your team. Thankfully, you don't have to be a certified project manager to benefit from some of the helpful tools of project management. It helps to have tracking tools to keep tabs on everything, but a lot of the "official" project management programs are cumbersome to use and could be a full-time job in and of themselves. Depending on how many employees you supervise, this can get complicated pretty quickly. Managing a team often means overseeing multiple projects.
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