Improve Project Governance with a RACI Matrix
- by Anurag Barua, Senior Director, GyanSys, Inc.
- July 15, 2008
See how to construct a matrix that governs responsibilities in your organization.
Given the amorphous and increasingly global nature of organizations today, project teams face numerous challenges in identifying the kind of roles different players play. As an example, who is responsible for creating business process procedures (BPPs) for the order-to-cash process that you are implementing in your SAP system? Who should be consulted?
Often, these roles are ambiguous and as a result decision-making becomes mired in inertia and chaos. Sometimes organizations lose out on a rare opportunity to wring efficiencies out of their business processes by taking a fuzzy approach or by simply not doing enough to clarify roles and responsibilities because of what I call the “that’s the way things are done out here” syndrome. The inability of project teams to figure out who is responsible for a certain deliverable, whose inputs are needed, who signs off, who is the final arbiter of conflicts for scope changes or design decisions, and so on, can adversely affect the completion of a project and thus cause cost overruns. At a more intangible level, not knowing who is accountable is the most convenient reason for passing the buck around when the time comes for taking responsibility for making decisions or standing by decisions that have been made.
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