Vertical Analysis
A lot of R's: Is it possible for the individual(s) to stay on top of so much? Can the activity be broken into smaller, more manageable chunks?
No empty spaces: Does the individual(s) need to be involved in so many activities? Are they a 'gatekeeper' or could management by exception principles be used? Can consulted be (R)educed to (I)nformed, or can things be left to the individual's discretion when something needs particular attention?
No R's or A's: Should this functional role be eliminated or have processes changed to an extent where resources could be reassigned?
Too many A's: Does a proper 'segregation of duties' exists? Should other groups be accountable for some of these activities to ensure checks and balances and accurate decision making throughout the process? Is this a 'bottleneck' in the process. Is everyone waiting for decisions or direction?
Qualifications: Does the level of the person fit the requirement of this role? Are too many senior personnel involved for routine decision making that could be deployed downwards?
Horizontal Analysis
No R's: Who is doing the job and getting things done? Are there too many roles waiting to be approved, be consulted or informed. Whose role is it to take the initiative?
Too many R's: Is this a sign of 'over the wall' activities?
No A's: Why not? There must be an 'A.' someone must be accountable for the thing happening - the buck stops with this person.
Too many A's: Is there confusion with too many fingers in the pie? It can also create confusion because every person with accountability feels they have final say on how the work should be done.
Too few A's and R's: The process may slow down while the activity is performed or the procedure may be outdated and can be streamlined if not needed.
Every box filled in: Do all the functional roles really need to be consulted? Are there justifiable benefits in consulting all the roles or is this just covering all the bases?
A lot of C's: Do all the roles need to be routinely informed or only in exceptional circumstances? Too many in the loop can slow the process down.
A lot of I's: If too many people are involved, usually too many C's and I's, it can dramatically slow things down.
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