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This classic RACI matrix example shows how responsibilities could be designated among a small team
developing and managing a website that will target visitors for follow-up sales. Notice in this
example that the roles of accountable and responsible can be held by the same person especially when the team is
small. The matrix includes color coding for the roles to enable the project manager to quickly assess the balance
in assignments across multiple tasks. A simple variation of the RACI matrix known as the DACI matrix substitutes
the role of driver for the responsible role and focuses on delegating responsibilities across the decision-making
continuum. An illustration of a DACI matrix used to assign decisions relating to the logistics of setting up a
meeting of a board of directors is contained in this article explaining the DACI Model.
Analyzing the Matrix
Once the RACI matrix has been chosen and filled in, the project manager can conduct vertical and horizontal analyzes to see if the matrix is balanced. The project manager should at the minimum ask:
1. Are there too many Rs or As which could ignite a turf war?
2. Is a task missing a R or an A, sending up a red flag that something may fall through the cracks?
2. Are there too many Cs which could put the project schedule into extra innings with the time required to solicit everybody's input?
4. Are there enough Is so that the people involved in the next phase of the project can begin working without having to crash the project schedule?
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Responsible [R] – This is the person, or group, who is responsible for performing a task. Bear in mind the old adage that when nobody is responsible for getting something done then nothing gets done. Also, a similar situation can occur when too many people are potentially responsible with little to no coordination and oversight to ensure that the task is completed. Another issue to consider is when a person has lots of “R’s”. Are they doing too much?
Accountable [A] – This is the person who is held accountable for the task being complete. In some cases, risks can be managed by segregating the responsible and accountable roles. In general, one person should be accountable for a task being performed. At the same time, if a person is accountable for most of the steps in a procedure, one must consider if there is a segregation of duties issue wherein the person(s) control an excessive amount of the procedure.
Consulted [C] – These are the people communicated with prior to a task being performed. Essentially, their input is sought after and factored in prior to action taking place. As the number of parties consulted with increases, the speed with which action can be taken decreases. Conversely, too few and improper decisions may be made
Informed [I] – These are the parties who are notified about a task after it has been performed. If the correct parties aren’t informed in some situations, then incidents can arise from groups wondering what changed. At the same time, if there are lots of people being informed, is it necessary?
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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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RACI Matrix is useful for:
1. Work assignment – promotes workload leveling
2. Displays clear individual responsibilities
3. Workload analysis – quickly see individual work overloads
4. Conflict resolution – enables visual examination of work assignments and prevents conflicts
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A Few Notes:
• Document and communicate all roles and responsibilities to the project team, stakeholders and project sponsor
• Someone must be responsible for each work assignment (horizontal)
• There should be only one (R) or one (A) in a cell. Use additional sub processes if necessary to split an activity between one or more (R)esponsible team members
• Push (A)ccountable down to the lowest level
• Minimize the number of people to be (C)consulted or (I)nformed& #8195;
RACI Matrix Analysis
Use the following to analyze the matrix:
Vertical Analysis (each column)
Many R’s Why is the functional role responsible for so much?
No Empty Spaces Why is the functional role involved in so many activities?
No R’s or A’s Can this functional role be eliminated?
Too Many A’s Are duties segregated?
Can the workload be shifted to other groups or individuals to balance workloads?
Horizontal Analysis (each row)
No R’s Who is responsible to do the work?
Does this activity add value to the project?
No A’s Who benefits from this activity?
Why is this activity important?
Lots of C’s Why do all these functional roles need to be consulted?
Lots of I’s Why do all these functional roles need to be informed
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Example: http://www.pmservicesnw.com/wp-content/uploads/2009/07/RACI-Matrix-300x142.jpg
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http://www.isc-usa.com/newsletters/Analyzing%20the%20RACI%20Matrix.pdf
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http://www.continentalsoftware.com/itil-figures/cobit/ds01_raci-chart.gif
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RACI Tips and Tricks and Considerations
Each vertical column should have only ONE Accountable.
Too many A’s? - Probably a sign of confusion - no one will be sure who really had the task and each individual will probably have a different approach and/or expectation(s).
Each vertical column should have one Responsible, but can have more in some situations of shared responsibility.
With no R’s a gap occurs - Is the task being completed? Assign Responsibility.
If a column has more than one R can we subdivide the task?
With too many R’s an overlap can occur.
Minimize the number of Consults - Make sure the consult is necessary and not just a ‘feel good’ contact.
Too many I’s? Maybe some people only need to be informed if exceptional circumstances occur.
- Build the appropriate criteria into the process.
No empty spaces in a row - Does this person need to be involved in every step? Try to reduce C’s and I’s First.
Lot’s of R’s - The individual may have too much to do - can the activities be broken into small sections and split out to others?
No A’s or R’s - Should this role be eliminated from this process? Has the process changed over time where they may not be needed? Try to eliminate.
many A’s - Is this person a bottleneck? Can these tasks be shared or segregated?
Completely empty row - Why was this function included? Are we missing including them when they should be? Can the function be correctly eliminated form the process?
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