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RACI matrix of responsibilities

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What is a RACI matrix/chart and how to make one?

The RACI matrix of responsibilities is a popular tool in project management practices. When there is a common task to be done in a team, sometimes there is a problem with responsibility.

The RACI matrix of responsibilities is a popular tool in project management practices. When there is a common task to be done in a team, sometimes there is a problem with responsibility.

In particular, it is easy to blur the responsibility and it is not entirely clear who is responsible for what in the joint work and for what is not.

The so-called "RACI Matrix", which is a useful tool for allocating responsibilities in the team. With its help, some problems in expectations and coordination between people can be avoided to get the job done more efficiently.

Let's take a closer look at what this is all about.

RACI matrix/chart of responsibilities

The RACI matrix of responsibilities is an acronym of four words:

  • R (Responsible) - This is the person who actually works on the task and realizes it in practice;
  • A (Accountable) - This is the person with the highest responsibility and authority over the task;
  • C (Consulted) - This is the person the task should be consulted;
  • I (Informed) - This is the person who needs to be informed about the task.

With the help of the RACI matrix, it is possible to visualize in tabular form who is responsible for what in the work on a certain project or team task. This ensures clarity about the roles that each individual plays in the overall work.

Let's look in particular at each of the elements of the RACI matrix.

R - Responsible

The letter R denotes the person who actually does the work and realizes it. These can be one or more people who have to complete the task, achieve the goal, or make the decision.

Once the work is done, the Responsible (R) should report this to the Accountable (A).

A - Accountable

The letter A marks the person with the highest responsibility and authority over the task. The person in charge (A) distributes the different roles in the RACI matrix among the people, as well as “accepts” the work when the task is completed or a decision is made.

Accountable (A) is usually the project manager. To avoid misunderstandings, it is correct to have only one Accountable person in one project.

C - Consulting

The letter C indicates the person with whom the task should be consulted. These can be one or more people who have to give their opinion before the work is done and finished.

Communication with a Consultant is usually two-way. Such a person helps with information and advice and practically influences the final result of the work.

I - Informed

The letter "I" indicates the person who must be informed about the task. These can be one or more people who need to be kept abreast of the progress of the project or activity.

There is no need to formally agree with Informed, ie. this is not a person in the role of Consultant. Such a person does not contribute directly to the task or decision to be made.

How to make the RACI matrix/chart

To create the RACI matrix, it is necessary to consider the following sequence of steps:

The task is clarified - project, final goal, solution.

One axis of the matrix describes all the tasks and activities that need to be performed.

The other axis of the matrix describes all the people in the team.

A matrix is ​​obtained in which the letters R, A, C and I indicate the attitude (role) of each person concerning the tasks/activities to be performed. For each task/activity, it is indicated who will work, who is responsible, who will consult, and who will be informed.

There should be only one Accountable (A) and at least one Responsible (R) on each row of the RACI matrix. Counseling (C) and Informed (I) are only optional options.

When the RACI matrix is ​​filled, it is good to look in detail. It is useful to consider:

  • Is there a balanced distribution of people for all activities and tasks?
  • Do people have the necessary high competence to handle their responsibilities?

Once everything is clarified, all team members should be familiarized to be aware of their roles and responsibilities. These roles and responsibilities can also be discussed in advance with people, of course.

Variations of the RACI matrix/chart

The RACI matrix can be found in different areas with other abbreviations, for example:

ARCI matrix

At the forefront is the letter A, which emphasizes the key role of the person with the highest responsibility for the task;

RASCI or RASIC matrix. A fifth element is added - Supportive. This is a person who provides resources and assistance in case of need.

RACI-V. In some situations, a new role is added - Verifies. This is the person who does the quality checks to make sure that the work is done given the quality criteria and standards set initially.

CAIRO. The Omitted role is added. This person is removed from the project and is not involved in the communication of everyone else related to the task.

In some sources, the RACI matrix can also be found as a "Table of Responsibilities".

Who creates the RACI chart?

In project management practices, the project manager usually creates a RACI matrix. Their supervisors (such as a project director or program manager) usually need to approve it. Roles and responsibilities rarely change, but if they do, be sure to update your matrix, table, or another tool you use.

Once this chart is ready, all participants in the project need to get acquainted with it in detail and accept it formally.

It is rare for a team/project member to claim another responsibility or want to do the other person's work. You will not meet a programmer, for example, who wants to be a project manager or vice versa. The director does not like to do design. The designer will not inform stakeholders. That's why you have a project manager. And so on. Now you understand perfectly the complexity of the activities and the need for different responsibilities.


The RACI matrix helps to allocate responsibilities for a team task. It outlines how everyone contributes most to the ultimate goal.

With the help of the RACI matrix, the risk of mistakes, the inaction of certain people, or duplication of efforts can be reduced. In this sense, the matrix is useful for better communication between people.

Questions and Answers

What is the RACI Matrix of Responsibilities?

The RACI Matrix is a project management tool used to clarify and define roles and responsibilities within a team or organization for specific tasks or projects. The acronym RACI stands for Responsible, Accountable, Consulted, and Informed, which are the four main roles assigned to individuals or groups involved in a project.

How does the RACI Matrix work?

The RACI Matrix is presented in a tabular format with tasks or activities listed in rows and team members or groups listed in columns. Each cell of the matrix corresponds to a specific task and the associated roles:

Responsible (R): This role is assigned to the person or group who is primarily responsible for completing the task or activity. They are the ones who carry out the work and ensure its completion. Having a clear "Responsible" designation prevents confusion and ensures that specific individuals are accountable for specific tasks.

Accountable (A): The accountable role is responsible for the overall outcome of the task. They have the authority to make decisions and are ultimately answerable for the success or failure of the task. The "Accountable" role ensures that there is clear ownership and someone who can be held responsible for the task's overall success.

Consulted (C): Individuals or groups in the consulted role are those who provide input and expertise to the task but are not directly responsible for its execution. They are often sought for advice or feedback during the process. Involving the right people in the "Consulted" role ensures that relevant expertise is considered in decision-making.

Informed (I): The informed role includes individuals or groups who need to be kept informed about the progress and results of the task. They are recipients of communication but are not actively involved in the task's execution. Keeping stakeholders "Informed" ensures transparency and helps manage expectations.

Why is the RACI Matrix valuable in project management?

The RACI Matrix is valuable in project management for several reasons:

Clarity: It provides clear and unambiguous definitions of roles and responsibilities, reducing misunderstandings and conflicts. Team members know exactly what is expected of them and who they should approach for specific tasks.

Efficiency: By assigning specific roles to each task, the RACI Matrix streamlines decision-making and task execution processes. It prevents duplication of efforts and minimizes the risk of tasks falling through the cracks.

Accountability: It ensures that someone is ultimately accountable for the success of each task, promoting ownership and commitment. When individuals know they are accountable, they are more likely to take their responsibilities seriously.

Communication: The RACI Matrix facilitates effective communication by identifying stakeholders who need to be consulted or informed at different stages of the project. It ensures that the right people are involved at the right time, enhancing collaboration and coordination.

How to create a RACI Matrix?

To create a RACI Matrix, follow these steps:

Identify tasks: Start by listing all the tasks or activities involved in the project. Break down the project into manageable components.

List team members: Identify all the team members or groups who will be part of the project. This can include individuals from different departments or external stakeholders.

Assign roles: For each task, assign the appropriate RACI role to each team member or group. Ensure that there is only one person accountable for each task to avoid confusion.

Review and validate: Review the RACI Matrix with all team members to ensure everyone agrees with their assigned roles. This collaborative approach fosters buy-in and reduces the risk of misunderstandings.

Can the RACI Matrix be adapted for different project types or industries?

Yes, the RACI Matrix can be adapted for different project types, industries, and organizational structures. It is a versatile tool that can be used in various contexts to clarify roles and responsibilities in project management.

What challenges can arise when using the RACI Matrix?

Some challenges that may arise when using the RACI Matrix include:

  • Ambiguity: It can be challenging to define roles clearly, leading to overlapping or unclear responsibilities. It is essential to ensure that roles are well-defined and understood by all team members.
  • Lack of Communication: If team members are not adequately informed or consulted, it can lead to misalignment and delays. Regular communication and updates are crucial to keep everyone on the same page.
  • Changes in Project Scope: As project scope evolves, roles and responsibilities may need to be adjusted accordingly. Flexibility is key to adapt the RACI Matrix to changing project requirements.
  • How can the RACI Matrix be integrated into project planning?

The RACI Matrix is typically integrated into project planning during the initial stages. It helps in defining roles and responsibilities before the project starts, ensuring that everyone knows their tasks and areas of authority. The matrix should be revisited and updated as needed throughout the project's lifecycle to reflect any changes or adjustments.

Is the RACI Matrix a dynamic or static tool?

The RACI Matrix is a dynamic tool that can evolve throughout the project. As the project progresses, roles may change, and new stakeholders may be involved. Therefore, it requires continuous evaluation and updates to remain relevant and effective.

Can the RACI Matrix be applied to both small and large-scale projects?

Yes, the RACI Matrix is suitable for both small and large-scale projects. It is beneficial in any project where roles and responsibilities need to be clearly defined to ensure efficient execution and accountability.

Navigating the Complex Waters of Project Management: A RACI Matrix Success Story

As a seasoned project manager with two decades of experience under my belt, I've had the privilege of witnessing the evolution of project management practices. One tool that has consistently proven its worth throughout my career is the Responsibility Assignment Matrix (RACI Matrix). Allow me to share a memorable experience that highlights the power and effectiveness of this invaluable tool.

Several years ago, I was tasked with leading a high-stakes project for a multinational corporation. The project involved developing and launching a groundbreaking product that was expected to revolutionize our industry. The stakes were high, and the project was complex, involving multiple teams, stakeholders, and dependencies. It was clear from the outset that keeping everyone aligned and accountable would be a monumental challenge.

Enter the RACI Matrix.

Defining Roles and Responsibilities

The first step in creating our RACI Matrix was to bring together key stakeholders, including department heads, team leads, and subject matter experts. We conducted a series of workshops to identify all the tasks, activities, and deliverables associated with the project.

During these workshops, we used the RACI framework to define roles and responsibilities:

Responsible: This person or team would be responsible for executing the task or activity. In our case, this included project managers, designers, engineers, and marketers.

Accountable: This individual would be accountable for the overall success of the task or activity. In our project, this was the executive sponsor who had the ultimate responsibility for the project's outcome.

Consulted: These were the individuals or teams that would provide input or expertise when needed. This category included subject matter experts from various departments.

Informed: These were the stakeholders who needed to be kept in the loop about the progress of the task or activity. It included executives and other teams impacted by our project.

Achieving Clarity and Accountability

Once we had the roles and responsibilities defined, we created a visual representation of the RACI Matrix. This matrix became our North Star throughout the project. It was prominently displayed in our project management software, and everyone had access to it.

The impact was immediate and profound. Here are a few ways the RACI Matrix transformed our project:

Clear Accountability: With roles and responsibilities explicitly defined, there was no room for ambiguity. Team members knew exactly who was responsible for each task, reducing the risk of tasks falling through the cracks.

Efficient Decision-Making: The RACI Matrix facilitated streamlined decision-making. When issues or challenges arose, we could quickly identify who needed to be consulted or informed, ensuring that decisions were made by the right people at the right time.

Improved Communication: Stakeholders who needed to be informed about project updates received timely communication, which reduced confusion and ensured alignment.

Risk Mitigation: By identifying potential bottlenecks or dependencies early on, we could proactively address them, reducing project risks.

Project Success and Beyond

Thanks in large part to the RACI Matrix, our project was not only completed on time and within budget but also exceeded expectations. The product launch was a resounding success, and our company enjoyed a significant competitive advantage.

This experience reinforced my belief in the power of effective project management tools, and the RACI Matrix has become a staple in my toolkit. It's a testament to the importance of clear roles and responsibilities in any project, regardless of its size or complexity.

As I continue to navigate the ever-evolving landscape of project management, I carry with me the lessons learned from this experience. The RACI Matrix isn't just a tool; it's a beacon that guides teams through the complex waters of project execution, ensuring that everyone stays on course and reaches their destination successfully.

About the author

Beatrice Alvaro, Writer at Business Value-Oriented Principles

Beatrice Alvaro is a project manager with many years of experience in IT projects. He has recently been teaching business subjects to students in his spare time. Beatrice also participates as a volunteer in various educational programs.

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