What is the DACI Framework

The DACI framework is a simple, yet effective way to quickly identify roles and responsibilities in a decision making process. Though there are certainly other methods, the DACI framework, first developed by Intuit and made popular by Atlassian, is battle hardened for highly innovative teams.

The framework itself is quite simple. There are four core roles in the decision making process that outline specific responsibilities:

D | Driver

‘Driver’ is often misinterpreted as the person or group asking for the decision to be made. In reality, this role is responsible for managing the process. The driver will help frame the decision, get the team onboard with a process, setup the right meetings and quite literally ‘drive’ the decision from start to finish.

Though there may be exceptions, decisions can typically be managed with a single driver. Someone organized and plan-oriented like a Program Manager typically makes a good driver. It’s helpful to choose someone who is relatively unbiased (unaffected by the outcome and without preconditions) or create a role within the organization to identify and drive core decisions.

A | Approvers

These contributors are the ultimate decision makers. Approvers can contribute to the decision making process, but keep in mind that this role is the most subject to bias in the process. If the ‘highest paid person in the room’ is always the approve and is often very hands on in crafting the proposals, the process is likely ineffective.

When selecting approvers, keep bias in mind. Though there can be multiple approvers, try to keep less cooks in the kitchen if at all possible. If there are multiple approvers, make sure to set the ‘rules of engagement’; for example, does a majority approve the decision or does it have to be unanimous? How will you handle a split decision? It’s important to frame these rules of engagement up front with the decision driver.

Contributors

Contributors will be doing most of the legwork in the process. They’re responsible for framing proposals and weighing options. Contributors should fall into one of three categories — experts, generators or facilitators.

Experts may not be generating ideas and plans, but they’ll be able to poke holes or provide a unique perspective.

Generators are typically the most biased group. Though they don’t have an issue diverging on ideas, they’re often anchored to their own views and are prone to support their own opinions.

Facilitators ask questions and remove bias. They often take a more objective viewpoint and help clarify.

Informed

The informed group will not contribute to the decision making process, but the decision made might impact them — or they’re simply just curious. People can either be added to the informed group by those involved in the decision or people can flag themselves as informed.

Drivers should have a plan for how to keep this group informed. Will there be meetings? Videos? Blogs? There needs to be a vehicle for letting this group know what is going on and what the final decision is, even if they do not have direct influence in the process.

How do you keep everyone on track and in sync?

Utilizing a decision log that has some built-in functionality for tagging and notifying is a great first step to document and drive decisions. When outlining the decision to be made, be explicit on what the roles are and who has those roles. It’s more of an art than a science to formulate a team with diverse backgrounds and ideas to produce the best outcome. Keep in mind that bias is present even when forming the team. Make sure people are included that will disagree with you and others. Include people you aren’t socially close with. Include people with diverse background and disciplines.

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