Responsibility assignment matrix

A Responsibility Assignment Matrix (RAM), (also known as RACI matrix or Linear Responsibility Chart (LRC)), describes the participation by various roles in completing tasks or deliverables for a project or business process. It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes.

The matrix is typically created with a vertical axis (left-hand column) of tasks (e.g., from a work breakdown structure WBS) or deliverables (e.g., from a product breakdown structure PBS), and a horizontal axis (top row) of roles (e.g., from an organizational chart) - as illustrated in the image of an example responsibility assignment (or RACI) matrix.

There is a distinction between a role and individually identified people: a role is a descriptor of an associated set of tasks; may be performed by many people; and one person can perform many roles. For example, an organisation may have 10 people who can perform the role of project manager, although traditionally each project only has one project manager at any one time; and a person who is able to perform the role of project manager may also be able to perform the role of business analyst and tester.

The responsibility assignment matrix is commonly known as a RACI matrix. RACI (Template:Pron-en) is an acronym derived from the four key responsibilities most typically used:

Responsible

Those who do the work to achieve the task. There is typically one role with a participation type of Responsible, although others can be delegated to assist in the work required (see also RASCI below for separately identifying those who participate in a supporting role).

Accountable (also Approver or final Approving authority)

Those who are ultimately accountable for the correct and thorough completion of the deliverable or task, and the one to whom Responsible is accountable. In other words, an Accountable must sign off (Approve) on work that Responsible provides. There must be only one Accountable specified for each task or deliverable.

Consulted

Those whose opinions are sought; and with whom there is two-way communication.

Informed

Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and with whom there is just one-way communication.

Very often the role that is Accountable for a task or deliverable may also be Responsible for completing it (indicated on the matrix by the task or deliverable having a role Accountable for it, but no role Responsible for its completion, i.e. it is implied). Outside of this exception, it is generally recommended that each role in the project or process for each task receive, at most, just one of the participation types. Where more than one participation type is shown, this generally implies that participation has not yet been fully resolved, which can impede the value of this technique in clarifying the participation of each role on each task.

Because of the pattern of the coloring on the chart, it is also known as a Navajo blanket.

Alternatives

There are a number of alternatives to the RACI participation types:

RASCI (RASIC)

This is an expanded version, based on the standard RACI, breaking the Responsible participation into:

Responsible

Those who are responsible for the task, ensuring that it is done as per the Approver.

Support

Resources allocated to Responsible. Unlike Consulted, who may provide input to the task, Support will assist in completing the task.

RACI-VS (VARISC)

This is an expanded version, based on the standard RACI, with two additional participation types:

Verifier

Those who check whether the product meets the acceptance criteria set forth in the product description.

Signatory

Those who approve the Verify decision and authorize the product hand-off. It seems to make sense that the Signatory should be the party with the Accountable for its successor.

RACIO (CAIRO)

This is an expanded version, based on the standard RACI, with one additional participation type.

Out of the Loop (or Omitted)

Designating individuals or groups who are specifically not part of the task. Specifying that a resource does not participate can be as beneficial to a task's completion as specifying those who do participate.

DACI

Another version that has been used to centralize decision making, and clarify who can re-open discussions.

Driver

A single Driver of overall project like the person steering a car.

Approver

One or more Approvers who make most project decisions are responsible if it fails.

Contributors

Are the worker-bees who are responsible for deliverables; and with whom there is two-way communication.

Informed

Those who are impacted by the project and are provided status and informed of decisions; and with whom there is one-way communication.

RSI

A version used by the Project Management Institute:

Responsible

These people are the doers of the work. They must complete the task or objective or make the decision. Several people can be jointly responsible.

Sponsor

This person is the owner of the work. He or she must sign off or approve when the task, objective or decision is complete. This person must make sure that responsibilities are assigned in the matrix for all related activities. There is only one person accountable, which means that the buck stops there.

Informed

These people need to be kept in the picture. They need updates on progress or decision, but they do not need to be formally consulted, nor do they contribute directly to the task or decision.

PARIS

Another alternative:

Primary

The role mainly responsible to complete a task

Assigned

One or more additional roles that are assigned to support the primary role

Review required

Those who should be consulted once work has been completed, e.g. checking for compliance with standards, etc.

Input required

Those who should be consulted as work is prepared, i.e. the driving input

Signature required

Those who need to signed off on work, and are therefore the approver or accountable role

PACE

This model is used for decision making process and supports reaching decisions faster while keeping all the actors informed, by reducing the "debate time" between the actors involved:

Process Owner (or Process Leader)

One person has the Process Owner role to drive the decision making process on behalf of the Approver and is clear on that responsibility. The Process Owner is expected to bring well thought out/researched options to the Approver who will make decision regardless of consensus among all stakeholders.

Approver

The Approver decides by vetoing or choosing one of a series of well laid out options presented by the Process Owner. The Approver is expected to possess the skills and experience to make decisions that will not be overturned, and helps to mentor/coach others until they gain requisite experience to become an Approver. Only the Approver may veto all options.

Consulted

Consulted people must not attempt to veto by going to the level above to overturn a decision.

Executers

Those who carry out the decision once made. Execution with excellence is expected regardless of intellectual buy-in.

OARP

As with the other models, this model is used for designating roles in the decision making process and the supporting work, to ensure clarity of responsibility, reduced iteration in communications, and no unexpected stakeholders. It has an explicit "Owner" moniker that some find too all encompassing, as compared to the "Approver" role.

Owner

This person owns and oversees the process for decision making. The process Owner formulates a recommendation based on Reviewer and Participant input, which the Approver uses to make a final decision. They may communicate the nature of any disagreements. They conduct any post-mortem or process-oriented communication.

Approver

The Approver may initiate the process and designate the Owner. This person works with the owner to scope the decision-making purview. They handle any escalations from Reviewers, and make the final decision based on recommendation from the Owner.

Reviewer

These are affected parties who will be impacted. They can escalate directly to Approver. They must participate to have a voice.

Participant

These are often Self-selected or non-critical path input providers. This group also represents notification-only or one-way communication recipients. They can only escalate to Owner.

Variations

There are also a number of variations to the meaning of RACI participation types:

RACI (alternative scheme)

There is an alternative coding, less widely published but used by some practitioners and process mapping software, which modifies the application of the R and A codes of the original scheme. The overall methodology remains the same but this alternative avoids potential confusion of the terms Accountable and Responsible — understood by management professionals but not always so clearly differentiated by others:

Responsible

Those responsible for the performance of the task. There should be exactly one person with this assignment for each task.

Assists

Those who assist completion of the task.

Consulted

Those whose opinions are sought; and with whom there is two-way communication.

Informed

Those who are kept up-to-date on progress; and with whom there is one-way communication.

RACI (decisions)

This alternative is focused only on documenting who has the authority to make which decisions. May be suitable for use within a small work group.

Recommends

Responsible to Recommend an answer to the decision.

Approves

Authorized to Approve an answer to the decision.

Consulted

Those whose opinions are sought; and with whom there is two-way communication.

Informed

Those who are informed after the decision is made; and with whom there is one-way communication.

External links

• Comprehensive Series on RACI
• Project Management Institute