When setting up a new PMO, you start by understanding the needs of the business. Then, you meet the stakeholders and whiteboard your way through several reams of sticky notes. Finally, you get to an understanding of WHY the PMO is needed and WHAT problems it will solve.
But what happens next can be tricky. Even with a shared vision, there can be confusion about who will do the work, who will be accountable for the work, and who we need to talk to get things moving. Fortunately, we have a management model for that, and it’s called a RACI chart or sometimes a RACI matrix. This tool is particularly useful for complex projects where increased team size and stakeholder involvement can lead to confusion and miscommunication.
RACI has no single verified inventor. It evolved from mid-century responsibility charting techniques and was formalised under the RACI name by the 1970s and 1980s. PMI’s PMBOK Guide presents it as one example of a wider Responsibility Assignment Matrix (RAM).
What Does RACI Stand For?
RACI is an acronym that stands for Responsible, Accountable, Consulted, and Informed. These are the four roles that can be assigned to stakeholders for any task, decision, or deliverable within a project.
Responsible refers to the person or people who actually do the work. They are hands-on, completing the task or producing the deliverable. More than one person can be Responsible for a single task.
Accountable is the single person who owns the outcome. They do not necessarily do the work themselves, but they are the one who signs off on completion and answers for the result. Best practice is to have only one Accountable person per task. Per the old adage: if everyone is accountable, no one is.
Consulted stakeholders provide input before or during the work. This is two-way communication – expertise or opinion is actively sought, and time needs to be built into the plan for that dialogue.
Informed stakeholders are kept up to date on progress and outcomes, but they do not participate in the work itself. This is one-way communication: updates flow to them, but their input is not required to proceed.
Understanding these four roles is the foundation of any RACI matrix. Get the definitions right, and the rest of the model follows naturally.
What is a RACI Matrix?
The RACI matrix is a chart that maps out the activities and decisions involved in a project. It is an essential part of the project management process, ensuring clarity in roles and responsibilities. The chart helps everyone understand roles and responsibilities. The RACI lays out clearly which positions or people are Responsible for each item, which are Accountable, and who, if anyone, needs to be Consulted or Informed. As you probably already guessed, the acronym RACI comprises the four roles that can be assigned in the matrix.
The RACI matrix is sometimes referred to as a Responsibility Assignment Matrix (usually by PMI in their PMBoK guide) and even less frequently as a Linear Responsibility Chart.
What are the four RACI roles?
RACI defined four roles that those involved in a process or task can undertake:
- Responsible: In the RACI definition, this is the role or individual who will do the work required to complete the task or decide. Several positions or people can be jointly responsible.
- Accountable : Best practice dictates that only one stakeholder is deemed Accountable for a piece of work. This is usually the ‘owner’ of the work and will typically be the individual that signs off on the completion of the work. Someone can be both Responsible and Accountable.
- Consulted : Working on a solution with blinkers on is never a good idea. Our Consulted stakeholders need to provide input into the process before the work can be signed off or before a decision is made.
- Informed : Our informed stakeholders also need to know what is going on. However, they are provided with updates and outcomes rather than being active participants in the process.
Benefits of Using a RACI Matrix in Project Management
The RACI matrix offers numerous benefits to project managers and teams. By clearly defining roles and responsibilities, it enhances communication, reduces conflicts, and improves team collaboration. The RACI matrix also ensures that all stakeholders are appropriately involved, which is crucial for project success. Additionally, it helps to identify gaps in roles and responsibilities, allowing project managers to develop an effective plan for allocating resources accordingly.
One of the primary benefits of using a RACI matrix is that it provides a clear understanding of task ownership. By assigning specific roles and responsibilities to team members, project managers can ensure that each task is completed efficiently and effectively. This, in turn, helps to reduce confusion and overlapping work, ultimately leading to improved project outcomes.
Furthermore, the RACI matrix is a valuable tool for project managers who need to track the various tasks and roles associated with a project. By tracking these roles, it helps to ensure that everyone involved in the project is held accountable for their individual tasks. This accountability is essential for project success, as it ensures that team members are motivated to complete their tasks on time and to the best of their abilities.
In conclusion, the RACI matrix is a powerful tool that offers numerous benefits to project managers and teams. By clearly defining roles and responsibilities, it enhances communication, reduces conflicts, and improves team collaboration. Its ability to provide a clear understanding of task ownership and ensure accountability makes it an essential tool for project success.
Why are RACI models used?
The RACI matrix is a chart that maps out the activities and decisions involved in a project. The chart helps everyone understand roles and responsibilities. The RACI lays out clearly which positions or people are Responsible for each item, which are Accountable, and who, if anyone, needs to be Consulted or Informed. As you probably already guessed, the acronym RACI comprises the four roles that can be assigned in the matrix.
- No one actually doing the work.
- People completing work that has no apparent business owner.
- Individuals making decisions without having the correct authority to make them
- Teams wasting time consulting with people who don’t need to be consulted
- Confusion over who is doing what
- Duplication of effort as different functions overlap
As well as being a good tool for project planning and decision-making, they are also helpful for project turnarounds and for defining the responsibilities of different types of PMO in a project organisation. For projects hitting the buffers, drawing up a RACI chart can have an immediate positive impact by clarifying who should be doing what. And nothing inspires progress more than seeing your name in big letters as the person who is Accountable for success and Responsible for delivery! Assigning clear roles and responsibilities is an essential part of project management, and the RACI model is a simple, industry-standard way of presenting the data.
RACI charts can be used on all projects and are just as valuable for agile project management as in traditional project frameworks.
When Should You Use a RACI Matrix?
A RACI matrix is most valuable when there is genuine complexity or ambiguity around who is doing what. It is invaluable if your project involves multiple teams, departments, or external stakeholders.
Common scenarios where a RACI can be helpful include: setting up a new PMO and defining how it will work with the wider organisation; large programmes with multiple workstreams and shared dependencies; post-merger integration where teams are adjusting to new structures and reporting lines; regulatory or compliance-driven projects where specific approvals and consultations are mandatory; and any project where previous experience has shown confusion over ownership.
That said, a RACI is not always necessary. For small, self-contained projects with a single team and clear ownership, it can be overkill. If everyone already knows who is doing what, creating a RACI just for the sake of documentation adds process without adding value. The test is simple: if there is risk of confusion about roles & responsibilities, create one. If there is not, move on to something more useful.
How to create a RACI Matrix
The excellent news about RACI models is that they are simple to produce! There are numerous RACI matrix examples available that can guide you in creating your own. There is no need for fancy RACI project management software. All you need is Excel or your favourite spreadsheet tool. You can use the built-in tables feature to create your own template.
There are five steps to creating a RACI matrix:
Identify the tasks that need to be completed and the decisions that need to be made. Each project task should be listed in the first column in your chart in order of completion.
Identify the key stakeholder groups or individuals and add them as a header row at the top of your chart.
Populate the grid by identifying who has responsibility and accountability for a specific task or decision and then considering which stakeholders need to be consulted or informed.
Ensure each row has at least one person responsible for completing the task and only one accountable person for each particular task.
Communicate your RACI to the team and stakeholders. There is no point in having a well-crafted RACI if it festers on your laptop or in the drawer of your pedestal!
Where Portfolio Project Manager software is used within the organisation, this project management software will almost certainly have some functionality for including RACI information and making this visible to your key stakeholders.
Tools and Software for Creating a RACI Matrix
There are several tools and software available for creating a RACI matrix. Some popular options include:
- Microsoft Excel: The widely used spreadsheet software is ubiquitous in PMO teams, and can be easily used to create a RACI matrix.
- Asana: A project management tool that allows users to assign tasks and roles to team members.
- Smartsheet: A project management software that allows users to create and manage RACI matrices. Columns for each task showing who is assigned to each of the RACI roles
- Jira: An agile software management tool that allows users to assign tasks and roles to team members. RACIs can be created as tables in Confluence, or Jira Marketplace tools can be used to embed RACIs into each Jira Ticket.
When choosing a tool or software for creating a RACI matrix, it’s essential to consider the specific needs of your project and team. Some factors to consider include:
- Ease of use: Choose a tool that is easy to use and understand, even for team members who are not familiar with project management software.
- Customisation: Choose a tool that allows you to customise the RACI matrix to meet the specific needs of your project.
- Collaboration and visibility: Choose a tool that allows team members to collaborate and communicate effectively.
- Simplicity: Sometimes the simplest tools are the easiest. Not everything requires a new tool or software. Your existing spreadsheet, wiki, or PPM tool should probably be your first port of call.
Ultimately, the best tool or software for creating a RACI matrix is one that is available, and meets the specific needs of your project and team.
RACI Examples
Family holiday
Here are a couple of examples to bring the RACI model to life.
Imagine going on a family holiday. Mum, Dad, and two kids. Because Mum is a project manager, she has decided to create a RACI. The family needs to complete five tasks before leaving the house. These are added to the table, and the three ‘roles’ are added as column headings. With the RACI model communicated to all family members, there can be no doubt about who is accountable for each task. However, we can see that for several jobs, the parents have decided to separate responsibility from accountability, with one parent completing the activity and the other checking and ‘signing off.’
| Mum | Dad | Children | |
|---|---|---|---|
| Book accommodation | Consulted | Accountable | Informed |
| Pack | Accountable | Responsible | Consulted |
| Passports | Responsible | Accountable | |
| Prep the car | Accountable | Responsible | Informed |
| Load the toys | Consulted | Accountable | Responsible |
We can infer from the chart that the children are young. The parents do not consult the children on the accommodation – they are ‘informed’ of the choice of accommodation. Passports are not a young child’s concern, so the box for this task is blank.
The children have been given some responsibility: they get to select their toys and load them into the car for the journey. It is clear, though, that Mum has to be consulted while they make their choices. Finally, we see that Dad is ultimately responsible for the loading of the toys because, in this scenario, he will be driving the car and will be the person who suffers the most if the wrong toys are selected (too noisy!) or if the toys are not loaded at all (restless, bored children).
PMO roll-up reporting
This example shows a PMO operating within a portfolio management environment. The PMO offers a Rollup Reporting service where project reports are collated and checked, ready for circulation. We see clearly that the PMO is accountable and responsible for collating the reports, combining data, and providing feedback on the report content. The good news for the programme and portfolio managers is that, as Informed parties, they do not play an active part in the process. However, the project managers remain engaged and are consulted by the PMO during collation and the combining data phases. This is important to ensure the meaning is not lost and the result conveys the messaging that was initially intended.
| Portfolio Manager | Programme Manager | Project Manager | PMO | |
|---|---|---|---|---|
| Collate individual progress reports | I | I | C | A, R |
| Make constructive challenge and recommendations on collated progress reports | I | I | A, R | |
| Combine individual progress reports | I | I | C | A, R |
| Make constructive challenge and recommendations on combined progress reports | I | I | A, R |
Example Rollup Reporting RACI, extracted from the PMO Service Catalogue by Stuart Dixon
RACI Example: Establishing a Project Governance Framework
The following RACI matrix shows how roles and responsibilities might be assigned when a PMO is establishing a new project governance framework across an organisation.
| Activity | Head of PMO | PMO Analyst | Project Managers | CIO / Sponsor | Programme Board |
|---|---|---|---|---|---|
| Define governance standards and stage gates | A | R | C | I | I |
| Design project reporting templates | A | R | C | I | |
| Approve governance framework for rollout | R | I | A | C | |
| Deliver governance training to project teams | A | R | I | I | |
| Conduct first governance compliance review | A | R | C | I | I |
| Present governance outcomes to Programme Board | R | C | I | I | A |
Notice that the Head of PMO carries most of the accountability in this example: they own the governance framework. However, the CIO is Accountable for the formal approval to roll out, and the Programme Board is Accountable for accepting the outcomes. This separation reflects how governance typically works in practice: the PMO builds it, but senior leadership owns the decision to adopt it.
Download our free RACI Matrix template
We have put together a clean, simple RACI template in Excel that you can download and start using straight away. No sign-up required.
What Is the Difference Between Consulted and Informed in RACI?
When creating a RACI chart, there can often be lots of debate about the Accountable and Responsible roles. So much so that the other roles are sometimes filled in rapidly as an afterthought. But failing to give these two roles the right level of attention can create serious problems.
The big difference between the Informed and Consulted classifications is whether we need one-way or two-way communication. Time is a valuable commodity, and getting this classification wrong can rapidly burn away time. Have you ever been in one of those meetings where everyone has an opinion, but no one actually makes a decision? Chances are, some people with views did not need to be consulted and could have been informed of the outcome. Not only would this have made the meeting smaller, but it would also have probably resulted in a faster outcome. Identifying the right people to consult saves the project and the organisation time and money.
In some environments, regulation plays a part. For example, legislation such as Sarbanes-Oxley or GDPR may require that project teams consult with assurance and legal teams. RACI charts can help project teams understand when to engage lawyers to ensure correct guidance is followed. Governance teams can help reduce such risks by providing RACI charts for common scenarios to project managers at the start of their projects, allowing them to project plan accordingly. However, everyone must understand the difference between consulting (requiring two-way communication with a legal team with time allocated to discuss and agree) and informing (where one-way communication is provided – often after an outcome has been reached).
RACI alternatives
RACI matrices are a helpful tool for project management. But some organisations use other variants to meet their needs. The RASCI is a common alternative. RASCI adds an additional category: Supporting. Stakeholders defined as ‘supporting’ are those who deliver input that can help the responsible body drive the milestone to completion.
Here are some other variants that we have seen used:
- RAPID: Recommend; Agree; Perform; Input; Decide
- DACI: Driver; Approver; Contributor; Informed
- RACIQ: A standard RACI, with an additional category identifying the responsible parties for quality assurance
- The RASCI Model: Responsible; Accountable; Supporting; Consulted; Informed. The extra role focuses on roles that support the responsible person.
- RACI + F: (See Applying RACI in Agile environments below)
Applying RACI in Agile Project Teams
The use of RACI in Agile environments is surprisingly contentious. Arguments against using RACI focus mainly on the idea that teams are jointly responsible and accountable in agile, therefore the responsibility assignment matrix (RAM). However, this argument does not hold, as most agile approaches, including Scrum and XP, have defined roles, and accountability varies between the roles. Furthermore, having clear responsibilities linked to specific functions is not usually an impediment to teams – the opposite often holds. The other argument is that using a RACI template is too rigid and can impose a forced structure on a team, which hampers creativity.
In our experience introducing a RAM in agile environments can be helpful when there is confusion over who the accountable party is for an activity. A lack of clarity around roles and responsibility is just as likely in an agile environment as any other. Where problems exist, producing and getting buy-in for a clear responsibility assignment matrix can help subject matter experts see clearly where responsibilities lie and who is accountable for each activity.
Christophe Le Coent proposed the RACI + F model in an article published at scrumalliance.org in 2012. Sadly the paper no longer seems to be available. Coent argued that adding the role of Facilitator to the model recognised the importance of facilitation and coaching in agile. This approach has merit as it allows the role of the coach and scrum master to be better articulated and understood. Coent also advocated a collaborative approach to building the RACI + F matrix, pointing out that such a collaborative approach was in line with the Agile Manifesto value of “individuals and interactions over process and tools.” While the matrix is a tool, its value becomes apparent when individuals collaborate to shape the model and agree on how they will interact to achieve outcomes.
A common pitfall is for a project manager to define a raci diagram and set it in stone. This approach is not appropriate in an agile context, where a high level of involvement from the team is expected. Indeed, such an approach would be destined to fail in most settings, even outside of agile software development settings.
How Should a Project Manager Use a RACI Matrix?
The project manager and PMO play a crucial role in implementing a RACI model. Their primary responsibility is to ensure that the RACI matrix is created and used effectively throughout the project / portfolio This involves:
- Identifying the key stakeholders and team members involved in the project.
- Defining the roles and responsibilities of each team member.
- Assigning tasks and roles to team members using the RACI matrix.
- Ensuring that the RACI matrix is communicated effectively to all team members.
- Reviewing and updating the RACI matrix regularly to ensure that it remains accurate and effective.
The project manager must also ensure that the RACI matrix is used consistently throughout the project. This involves:
- Providing training and support to team members on how to use the RACI matrix.
- Encouraging team members to refer to the RACI matrix when completing tasks and making decisions.
- Using the RACI matrix to track progress and identify areas for improvement.
Ultimately, the project manager’s role in implementing a RACI model is to ensure that the project is completed efficiently and effectively. For the PMO, the responsibility is broader, ensuring the tool is applied consistently across projects. By using the RACI matrix to define roles and responsibilities, the project manager can ensure that team members are motivated and accountable, and that the project has an increased probability of getting completed on time and within budget.
FAQ
What does RACI stand for?
What is a RACI matrix used for?
What are the four RACI roles?
What is the difference between Responsible and Accountable in RACI?
When should you use a RACI matrix?
What is the difference between RACI and DACI?
How to Make Your RACI Matrix Work
We all know that a well-crafted RACI can be a thing of beauty. But that is not enough. Like the majority of project artefacts, they need to be communicated widely and reviewed regularly. So here are our top tips for ensuring your RACI leads you on a project and PMO success journey.
Are the right people accountable?
Check your matrix carefully and review it with others around the organisation. Nothing is more frustrating than getting a deliverable sign-off from the team member you thought was accountable, only to find another approver lurking in the shadows!
Is work well balanced?
Have you finished your matrix? Great. Now turn it on its side and look at it from the perspective of the individuals. For example, where do most of the ‘Responsible’s sit? If all of the work is dependent on a small number of people, then you run the risk of finding them overloaded.
Does everyone agree?
A RACI is not something you can pop on a SharePoint site or Confluence page and expect everyone to align with magically. It requires communication and buy-in from everyone listed on the chart. Please make time to speak with them individually and ensure they understand the tasks and the RACI definitions.
Are all the boxes populated?
It is tempting to keep people in ‘Informed’ when they don’t need to be. But this over-communication can overload teams and can confuse them. So instead, only assign RACI to people or roles who genuinely need to be accountable, responsible, consulted, or informed.
Too many consultations?
When you are working on something new, it is common for everyone to want their opinion heard. As a result, you can often end up with too many ‘C’s, which should probably only be ‘I’s. This is where your sponsor and steering group can help. Engage them in the conversation and seek their advice on which consultations are valid and which can be moved to one-way communication.
Transparency?
Is your RACI available to the project team and easily accessible? Be sure to share it where it is as widely available. The more people understand and adhere to it, the greater your chances of success!