![]() The consulted role in the MOCHA model is essentially the same as the consulted role in RACI. A consulted party might point others toward answers or referrals who can help with the work. ![]() Someone who is consulted is not responsible for doing the work - this type of person offers insight, input, knowledge, or perspective. Or it could be that the account exec retains ownership of the outputs while the PM serves the manager role, overseeing direction, planning, and scheduling. ![]() If your agency is large enough that you employ full-time project managers, then ownership might move to them. The account exec is serving as the de facto project manager, shepherding the project through its various tasks and making sure all contributors have what they need to proceed. Let’s consider this in an agency setting: An account executive owns everything about their accounts, even though they don’t do all the work themselves. MOCHA’s owner role most closely corresponds to the responsible party in the RACI framework. Projects should have only one owner, though it’s possible for that singular owner to be a department rather than an individual. The owner usually does some of the work of the project and ensures that anyone else doing the work gets their part done. It’s the person or role or department that takes ownership of the project. The owner is the primary role that moves the project forward. The manager could also be your creative director or a senior account lead - whoever’s ultimately in charge. If your agency employs dedicated project managers, then that’s who usually wears the Manager name tag (in MOCHA terms, at least). The manager in the MOCHA framework most closely corresponds to the accountable party in RACI. Primary responsibilities of the manager are delegating, supporting the owner, providing feedback, and stepping in or intervening if something isn’t going according to the project plan. In more developed project management settings, the project manager usually fills this role. Sometimes, the manager is the owner’s direct supervisor, lead, or actual manager. The manager relates most closely to the owner (see below). The manager is the person that oversees the project, but isn’t typically the one to do the work of the project. ![]() By understanding these relationships to project work (and to others on the team), project team members can operate more effectively together. Each of these categories relates to the project in unique ways. The MOCHA tool breaks down contributions and responsibilities into five clear roles or categories. Instead it’s a framework that can be used alongside just about any project management style to define roles and responsibilities in clearer language. It’s not one of the styles of project management, nor is it a project management methodology. MOCHA can also lessen the interpersonal tensions that occur when people aren’t clear about who owns a decision or task. In creative projects, which tend to have fuzzy edges and lots of overlap, MOCHA helps to categorize team members and reduce this overlap. MOCHA helps team members understand what is and isn’t their responsibility. It breaks down the people involved into five categories, which spell out the MOCHA acronym: manager, owner, consultant, helper, and approver. MOCHA is a project management framework that defines the roles and responsibilities within a project. Here’s what agencies need to know about this improved project management method. This recently developed spiritual successor to the RACI approach is gaining tons of traction (for good reason). “If told that you were responsible or accountable for a decision, would you get to make that decision? What if you were to be consulted? With RACI, too many stakeholders end up with a vote or veto.”Įnter the MOCHA method. McKinsey & Co identified several weaknesses in the RACI model, the biggest being that there’s no clear decider: But those categories don’t always provide the level of transparency needed, and there’s a lot of white space between them. But others find it a little underwhelming, vague, or even confusing.ĭivvying up project roles into four categories (responsible, accountable, consulted, and informed) is one way to bring clarity to a project. If you’ve tried RACI models for clarifying responsibilities in your marketing project management efforts, did you get the results you were hoping for?įor some agencies, RACI delivers incredible clarity.
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