Many projects are run successfully with excellent results. Others seem to fizzle out or run aground on the rocks of poor communication.
What specifically contributes to a well-run project? Well, in our experience, it is the alignment of responsibilities and the adequate leading of the available resources that drives successful results.
One of the best models we’ve come across is the RACING acronym that helps you to assess who should be taking what responsibilities when managing and leading projects.
Think of it as a tool that guides us in racing to successful results.
* R stands for Responsible. That’s the person who takes the lead, does the work and is responsible for results
* A stands for Approver. This is the person who signs off the work, overseeing what’s being done. They ‘own’ the tasks that need to be done, approving spend, resource-management and the like.
* C stands for Consulted. This is a person who is involved, can advise, but generally can’t veto any ideas brought forward.
* I stands for Informed. This is the people or groups of people who need to be informed of what is happening, but might not be involved in the decision-making process. The I’s are updated with results.
* N stands for Not involved. These might be team members but are not involved at all in the project. They are working on other things and so don’t need to be cc’d in emails or other communications.
* G stands for Groups. A ‘G’ task is everyone’s responsibility, and accountability is structured into group processes. This means that where group consensus is required, all have input to it.
Remember, each role can be overlapped. There may be a number of different people in each role, or each person may take several roles. The key is identifying how each project can be managed and lead by people within the team.
Try the RACING model on your next project. See how clear it makes each person’s role and let us know how it goes for your team.
Head of Training
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Mark Williams is a learning and development professional, using business psychology and multiple intelligences to create fascinating and quickly-identifiable learning initiatives in the real-world business setting. Mark’s role at MTD is to ensure that our training is leading edge, and works closely with our trainers to develop the best learning experiences for all people on learning programmes. Mark designs and delivers training programmes for businesses both small and large and strives to ensure that MTD’s clients are receiving the very best training, support and services that will really make a difference to their business.