how to create a raci in 3 steps
A tip for research project managers (PMs) and scientists. Part 2 (of 3) in the #worksmarternotharder mini-series.
In part 1 of this mini-series, we explored a tool that can transform your research management team: the RACI matrix. But how do you actually do that? Let's explore exactly how to create the RACI alongside your team.
Which of these sounds like you?
My team just initiated our research project. If this is the case, you can easily plug exact roles from your grant proposal into your RACI, with a bit of discussion around who should be consulted "C" and informed "I" for each deliverable. But remember, this is a living tool that should be revisited and edited as needed throughout the life of the project.
My project began months or years ago, and responsibilities have evolved with our research. We've had some issues with communication and delayed deadlines. In this case, you'll need to discuss, as a team, in what capacity each person is currently involved in each deliverable. I know what you're thinking...
"This tool could really help my team, but it seems like a lot of work. Where do I start?"
3 steps to create the RACI of your dreams with your research management team
Step 1. Create a role chart and fill it out with your team
Establishing a combination of past, present, and future responsibilities will ensure your team accounts for all required project deliverables.
"Documented responsibilities": The PM can dust off the original grant proposal that was funded months or years ago. Pull out the original responsibilities and add them to the role chart. Who was supposed to be responsible for managing contract amendments? What about processing travel reimbursements? Managing communications with stakeholders and sponsors?
"Current responsibilities": Share the role chart with the management team and have them populate it with their current roles and responsibilities. Was the PI supposed to be the first point of contact for budget reviews, but the baton has been passed to you? This isn't a bad thing - as research management teams, we frequently have to pivot roles and reorganize. Just make sure the role is listed under your name now, too. This will be a point of discussion later in step 2.
"Interests": In the interest of creating a positive, growth-oriented culture, including this section works wonders for making team members feel valued and heard. Even if their dream roles aren't available right now. Does Mark want to learn more about finance? Is it possible for him to be the first point of contact on budget reviews? Keep in mind - if the workplace has become confusing and/or contentious, steer clear of bringing up career interests and goals at this time. It's best to focus on the here and now.
Step 2. Facilitated discussion
Now is the time to get everyone on board!
Your RACI is only as useful as your least committed team member believes it is.
Since this discussion will incorporate past, present, and future roles for each person and how they fit together, I suggest holding 2 separate discussions. The final output of these discussions will be a working RACI matrix. The project manager or an unbiased 3rd party should facilitate this discussion.
First meeting: Each individual has 10 minutes to share their past, present, and future responsibilities listed on the role chart from Step 1. Five minutes for the team to ask questions. Continue until all team members have shared and answered questions.
To prepare for the 2nd meeting, the project manager should create a RACI template with all roles/responsibilities generated from the first meeting down the first column, and "Responsible", "Accountable", "Consult", and "Inform" across the top. Organizing these roles into categories like strategy, project management, budget, etc. is helpful.
Second meeting: First, hold an open forum to discuss anything from the previous meeting. Then, introduce the RACI template and keep the role chart side-by-side. Remove redundant roles by agreeing, as a team, on the exact person/people responsible for each and begin populating "R", "A", "C", and "I".
Step 3. Executive decisions
If there were any points of contention or confusion during the facilitated discussion, the principal investigators/directors need to make an executive decision regarding roles and notify the team in a final meeting. Assuming roles will somehow work themselves out, unfortunately, leads to continued time sinks and delayed deliverables.
Congratulations! Your team created a RACI!
Wouldn't it be great if everyone instinctively knew which tasks fell within their assigned roles and took initiative to get them completed correctly and on time?
Of course!
Is that likely?
No.
Check out part 3 of this #worksmarternotharder mini-series. We'll explore how to implement the RACI and make it work for your team!
