Login Form
No need to sign up if you have Facebook!
FULL COURSE PACKAGES
MINI COURSE PACKAGES
![]() |
Communication Skills |
![]() |
Motivating People |
![]() |
Professional Business Writing |
![]() |
Professional Sales Questioning |
![]() |
Sales Forecasting |
![]() |
Ten Best Practice Customer Service Techniques |
COMPLETE PACKAGES
![]() |
Retail Excellence series® |
![]() |
Customer Service Excellence series® |
![]() |
Communication Excellence series® |
![]() |
Sales Excellence series® |
![]() |
Call Center Excellence series® |
![]() |
The Presenter-Trainer Package |

Why buy our training course material packages
|
Great value for a small investment |
![]() |
100% customizable |
|
Standalone modules can easily be added to enliven your training material |
|
Get new ideas for activities, exercises and games |
Fun, competitive review game to end on a high note! |
|
|
Download and get it immediately |
My self assessment results
QUIZ NAME | POINTS |
- Last Updated: Saturday, 03 October 2015 20:05
The RACI chart is a valuable tool to use with self-directed teams and project teams when you wish to be very clear about levels of responsibility and authority.
RACI is a charting system that helps to ensure that all aspects of a plan are identified, managed and completed efficiently and effectively. It is used to plan who does what by identifying those who are Responsible for tasks, those Accountable, who should be Consulted and who should be kept Informed.
This technique, when used properly achieves the following:
• Clear understanding who is Responsible for completion of tasks
• Who is Accountable for achievements of goals and objectives
• Which Stakeholders should be Consulted
• Which Stakeholders should be Informed of actions and progress
When developing the RACI, remember these definitions:
‘‘R’’ Responsible: the ‘‘doer’’ of the task, responsible for completing the task or making the decision. Multiple people/teams may have responsibility for completing a task or making a decision.
‘‘A’’ Accountable: the person or team held accountable for ensuring that the task/decision is completed on time and meets expectations. This person does not have to do the task. However, in a team-based environment, the accountability should focus on the ‘‘doer’’ whenever possible. Note that not more than one person or team should be accountable for any task or decision; being accountable to more than one person or team can create not only confusion about expectations but numerous other problems for the team as well.
‘‘C’’ Consulted: the person/team who will be consulted with by the responsible (‘‘R’’) person/team before performing a task or making a decision.
‘‘I’’ Informed: the person/team who will be informed that a task or decision has been completed or made. Even in traditional management structures, decision-making authority is often not clear. In the excitement of getting started, teams often give themselves much more authority than they truly have or should have based on their development. When the presumed authority is clarified later on, the team often experiences considerable disappointment. It is wise to place clear limits on the team at the beginning and grow the level of authority as the team demonstrates maturity and focus.
The RACI Chart
Functional Roles (Who does what ? )
Person 1 | Person 2 | Person 3 | |
Activity 1 | |||
Activity 2 | |||
Activity 3 | |||
Activity 4 | |||
Activity 5 |
Activity: one of a list of tasks, decisions etc. that form the activity list for the plan
RACI Chart Sample :
Business process Example: Training day |
Director | Trainer | Admin | Delegate | Delegate's Manager | Other Dept. |
Check & Reserve dates | A | C | R | C | C | I |
Book Venue | A | C | R | I | I | I |
Design Course Objectives | A/R | C | I | I | C | |
Brief delegates | I | I | I | A/R | ||
Deliver Course | A | R | ||||
Evaluate Results | A | R | I | C | R | I |
Agree actual names and who does what
RACI can be used for any job or activity which requires assigning roles or responsibilities
RACI Steps
1. Select the plan, or part of it to which the RACI will apply. Involve as many of the team as possible
2. Use the activity list or create one. The activities should be related to specific goals not to individuals
3. Take each item at a time and allocate RACI. Avoid giving all the Rs and As to the most senior. Delegate and empower
4. Test each responsibility to complete tasks against the SMART objective criteria.
5. Monitor progress, evaluate results and keep communicating!
RACI Delivers better.... :
– Teamwork
– Cooperation
– Communication
– Less duplication of effort/rework
– Increased productivity - everyone knows what they must do
Related articles
STAR feedback Model
Giving positive feedback : ST(Situation/task): A customer came into your office today looking upset. A (Action): You gave her the forms she needed and explained how to fill them ...
2012-02-04 10:38:50
GROW coaching model
One of the most common questions asked about coaching is “What process should I follow?” There is no single answer to that, however if it is assumed that coaching is largely a structured interaction ...
2012-02-03 22:38:35
Coaching & Feedback
What is coaching all about? Coaching is the process of systematically developing people at work. It involves turning work experienced problems into learning situations. Coaching for ...
2013-02-10 13:54:50
Skills and Qualities of a coach
The main purpose of a coach is to work with individuals to improve their performance in a specific area or skill. Key tasks and responsibilities: -Identifies development ...
2012-03-10 20:55:29
Coaching/Training/Counseling/Mentoring - Clearing out the confusion
Coaching: Coaching is strategically guiding someone into improved performance through reflection on how they apply a specific skill and/or knowledge. Coaching is about developing individuals beyond ...
2012-10-20 00:59:31
Giving Negative Feedback
When we have to give feedback to someone that we think they might find difficult or painful to hear there are certain questions that maybe helpful for us to make sure we find answers for first ...
2012-10-16 22:02:31
Why Coaching and feedback goes wrong ?
Take a long hard look at the way you currently coach. As an overworked manager and most of us are we find it very easy and tempting to deal with performance problems of our staff at symptom level ...
2012-10-19 13:37:52
The 10 Coaching commandments
1. Suspend your own personal judgmentsYou can’t like everyone in your team. What impact does liking or disliking a team member have on your relationship with them?We already know that your ...
2012-11-17 12:48:17
No need to sign up if you have Facebook!
How it works?
|
Choose your training package |
|
Add to shopping cart |
|
Pay using any major debit or credit card or using paypal |
|
You will be taken to a download page to instantly download your purchase (You will also receive your download links by email) |
|
Unzip the file/s and get all your documents in MS office format
|
Training Articles
Anger Management & Positive ...
Practical Anger Management techniquesManaging anger successfully can make the difference ...
Read detailsCommunicating corporate ...
Key messages in this article:• Culture is created by organisations combined values ...
Read detailsWhat is proactive customer ...
Being efficient in conversations with customers is based around getting two fundamental ...
Read detailsGet all available programs and save !!
For only $2995.95
![]() |
+ | ![]() |
30 Full Courses | 6 Mini Courses |
Most Popular Articles
Anger Management & Positive ...
Practical Anger Management techniquesManaging anger successfully can make the difference ...
Read detailsCommunicating corporate ...
Key messages in this article:• Culture is created by organisations combined values ...
Read detailsWhat is proactive customer ...
Being efficient in conversations with customers is based around getting two fundamental ...
Read details