The RACI matrix: What is it and Why is it important?

The Responsibility Assignment Matrix (RAM) is an essential tool for organisations of any size. The RAM displays the activities of a project and clarifies roles and responsibilities for each of them.

The RACI is a model of Responsibility Assignment Matrix used in project management. It ensures that each element of the project is assigned to the most appropriate resource, making clear what is expected of each of the resources involved. It is a simple but essential tool that helps to define roles, responsibilities and that promotes collaboration.

RACI is the acronym for:

• Responsible
• Accountable
• Consulted
• Informed

If we consider a project as an orchestra, the RACI matrix ensures that musicians are playing different instruments, yet work together in harmony to put on a successful performance.

Indeed, “Defined roles, responsibilities and relationships” is one of the PRINCE2 7 core principles, as defined in the PRINCE2® method.

What does RACI mean?

Let’s focus on each of the four letters that composes a RACI:

R – Responsible: the resource to whom the work is assigned. They perform the necessary activities to complete the task or produce a deliverable.

A – Accountable: the contact person who is accountable for the correct completion of the task. There is only one “accountable” for each task.

C – Consulted: the resources that are consulted for advice. They do not help to complete the task.

I – Informed: the resources that are informed of the progress that is made.

What is a RASCI matrix?

In the PM² method, the RACI matrix gains a new layer of complexity, becoming a RASCI matrix (that is pronounced as “rasky”), which stands for:

• R – Responsible
• A – Accountable
• S – Supports
• C – Consulted
• I – Informed

The main difference is the introduction of Support roles (S), which are resources that participate in the realisation of the tasks, supporting the Responsible figures (R).

The main benefits of adopting a RAM

• All project team members know exactly what they are responsible for and who they have to work with to successfully complete the project.
• It helps to avoid confusion, reduce mistakes and ensure that everyone works together effectively.
• It improves communication and collaboration between team members.
• By identifying those responsible for each activity, the RAM can help highlight potential problems or gaps in the project plan. This allows project managers to address these risks before they become significant problems.

Obviously, it is fundamental to take into consideration the specific characteristics of a project: in simple projects, the time needed to create the RACI matrix and workflow may be excessive.

It is also important that all stakeholders are aware of the differences between roles, in particular between “Responsible”/”Accountable” and “Consulted”/”Informed”: it should not be assumed that these differences are clear to everyone.

RACI matrix: an example

To create a RACI matrix, you can use a table that has:

• All the tasks of a project in the left column
• The stakeholders in the top row

Each task will have a R, A, C or I resource assigned. This process helps to define the level of involvement of each stakeholder in each task.

Conclusion

Accountability is crucial for successful project management, as it promotes clarity, individual responsibility and efficiency. The RACI matrix can be a fundamental tool in managing a project. More specific matrices can be used additionally to have further customisation in order to meet the needs of the specific project.
Through a RACI (or RASCI or similar) matrix, project managers can better manage their projects, promoting a collaborative spirit.

If you are interested in learning more about the PRINCE2 methodology read our blog “What is PRINCE2?”.
If you want to learn more about PM² methodology, read our blog “What is PM²?”.

QRP International is an Accredited Training Provider (ATP) for both PRINCE2 and PM². For more information, check our PRINCE2 Courses and our PM² Courses or contact us!

Sources: The PM² Project Management Methodology Guide 3.0.1