Goal

Identify who might be handling too much responsibility, and also check if there are tasks that might not have clear ownership.

Solution:

To do this, we perform two types of analysis on the RACI matrix. First is vertical analysis, and second is horizontal analysis.
These two perspectives help us quickly identify imbalances, bottlenecks, or gaps in responsibility.

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For Advance Template Send me a message for custom projects at jalopez@libottayo.com.

This is Part 2 of 3 of Personnel Capacity Visibility. Read: Bakit Busy and Team Part 1 of 3 of Personnel Capacity Visibility

Step 1: Vertical Analysis – Role Based Load

Let’s start with vertical analysis. This means we look down each column, focusing on the roles or team members. The first thing we count are the R’s, which represent Responsible. These are the people doing the actual work. If you notice that one person has too many R’s across multiple tasks, it may indicate that this person is handling a large portion of the operational workload.

In a billing team, this can easily happen during peak cycles when multiple reports and validations are required at the same time.
Next, we check the A’s, which represent Accountable. While a person can have several R’s, having too many A’s can also create a decision bottleneck. Because the Accountable role is the person responsible for approving or ensuring the task is completed correctly. If too many tasks depend on the same person for approval, delays may happen even if the work itself is already finished. Another important observation is when someone holds both a high number of R’s and A’s. This can be a signal that the person may eventually experience work overload or burnout, especially during critical billing cycles.

Step 2: Horizontal Analysis – Task Based Review

Next, we perform horizontal analysis. This time, we scan across each row, focusing on the tasks themselves. One thing we look for is something I like to call “too many cooks in the kitchen.” If a task has too many C’s, or Consulted roles, it might mean that the process requires input from too many people. This can slow down progress because everyone needs to review or provide feedback.

The same applies if there are too many I’s, or Informed roles. While transparency is important, excessive notifications can create unnecessary communication load for the team. Another important thing to check is whether a task has no R or no A assigned. If a task has no Responsible person, the work may never start. If a task has no Accountable role, the output may not have a clear owner. Both situations create risk for delays or missed deliverables, especially in teams managing recurring operations like billing.

Step 3: Review and Rebalance

After identifying these patterns, the next step is review and rebalance. If one team member has too many Responsible tasks, some of those tasks can be redistributed to others who have available capacity. Another option is to break large tasks into smaller, more manageable pieces, allowing work to be shared across the team. You can also review the Consulted roles. If a key team member appears too frequently under Consulted, ask whether they truly need to be consulted for every task.

In some cases, it may be more efficient to move them to Informed instead. This allows them to stay updated without slowing down the workflow. Finally, it’s important to validate the analysis with the team. The RACI chart shows the structure, but the team can confirm whether the workload reflected in the matrix is realistic based on time, complexity, and operational pressure.

Read: Bakit Busy and Team Part 1 of 3 of Personnel Capacity Visibility

Step 4: Use Tools to Maintain Visibility

Once the responsibilities are balanced, the RACI chart can also be connected to project management or tracking tools. But even within Excel, simple formulas can already help you monitor: how many R’s each person has, how many A’s are assigned to supervisors, and whether responsibilities are distributed fairly across the team.

This transforms the RACI chart from just a documentation tool into a capacity visibility tool for leadership. And when leaders can clearly see who is responsible for what, and how much work each role carries, it becomes easier to support the team and prevent unnecessary stress during critical operational cycles.

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