An Introduction to Tools and Techniques
I’ve recently been working as a Business Analysis trainer and in this position have had the opportunity to use and teach many interesting techniques. I though I’d share some of my thoughts on some of the techniques as they come to me!
The first technique/tool I wanted to talk about is RACI Matrices. These are becoming the way of working with stakeholders and allow you to identify how a stakeholder is involved with a specific activity or process.
A Case Study
As I go through this article I will be using an example business system to show how the tool fits in. The example I will use will be for a library. A traditional library that lends books (you know… these places that lend dead trees to people by scanning a card, stamping a book and getting them to return the item when they’ve finished with it).
What does RACI Stand for?
RACI is an acronym which stands for “Responsible”, “Accountable”, “Consulted” and “Informed”. There are several variations to this but this is the most commonly used set so I will use this for the purpose of this article.
Now we know what the letters stand for lets consider what the categories mean and which stakeholders may fall into each within our library example.
Responsible
The stakeholders in this category are the ones who operate/run the area under investigation. In our library lets consider the function of “Lend Books”. The stakeholders we would consider responsible for the “Lend Books” function would be the librarians at the desk who take people’s library cards, scan the books and issue the loans to lenders.
Accountable
Accountable stakeholders are those at which “the buck stops”. The person with overall responsibility for the task at hand. Often a managerial role falls into the accountable area. In our library example it would be someone like the head of the librarians at the desk. This person is responsible for the accurate and complete completion of the “Lend Books” function.
Consulted
These stakeholders are people who need to be liaised with about the completion of the task. This implies a two way communication. In the library example if our lender has outstanding fines to pay for late return of items, an account administrator may be consulted as to the account status before a loan is permitted.
Informed
Informed stakeholders are those who are “kept in the loop” about goings on but do not have any input to the operation of the function. Due to the non-input nature of this relationship a single direction of communication is inferred here. In out library example, the overall library manager may wish for management information about the number of loans or other performance metrics of the process and would therefore be informed about the process.
RACI Roles
Now we have an idea of what each element of the RACI are lets lay out some rules for using a RACI Matrix (We’ll see soon why it’s called a matrix).
- Responsible and Accountable positions are only assigned to one stakeholder role.
- Often the role that is accountable for a task is also responsible for it. In this case only the Accountable role is added and the Responsible is assumed to be the same person
- Except for the Responsible and Accountable roles, all other roles are mutually exclusive. For example, a stakeholder can not be both Responsible for a task as well as Informed about the task.
- The role that is Responsible for a task obtains information required to complete the task from the Consulted role. This implies a two-way communication.
- The Responsible role updates the Informed role about the task. This implies a one way channel of communication.
- The Responsible role may delegate responsibilities to others in their team.
Why a Matrix?
Lets get an idea of why it’s called a RACI Matrix. Usually the roles/tasks/stakeholders are presented in tabular form. Let’s build a table for the library example presented in this article.
| Librarian | Lender | Library Manager | Finance Clerk | County Council | |
|---|---|---|---|---|---|
| Lend Book | R | C | A | C | I |
| Return Book | R | C | A | C | I |
| Set Targets | I | A | I | C | |
| Register New Borrowers | R | C | A | I | I |
Based on the above lets look at the matrix. We have a county council linked with the library who oversee the operation of the library and want information about the number of items leant, the number of returns, late loans etc. They are not involved in the operation of the library but need information from it.
There are multiple roles that are consulted to complete certain tasks. For example, the lend books function relies on both the lender and the finance clerk to provide information to allow the function to be completed. Similarly with “Register New Borrowers” updates both the County Council and Finance Clerk about the output of registering new borrowers.
The “Set Targets” function does not have a Responsible task specified directly and therefore this falls under the Accountable task to complete, i.e. the Library Manager.
Summary
This technique is a very useful tool for business analysts and project managers to aid with stakeholder management. It provides useful information about the functions and processes being investigated and which stakeholders may be affected by any proposed changes.