Responsibility assignment matrix

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title: "Responsibility assignment matrix" type: doc version: 1 created: 2026-02-28 author: "Wikipedia contributors" status: active scope: public tags: ["project-management-techniques", "business-terms"] description: "Tool used for project and business process management" topic_path: "general/project-management-techniques" source: "https://en.wikipedia.org/wiki/Responsibility_assignment_matrix" license: "CC BY-SA 4.0" wikipedia_page_id: 0 wikipedia_revision_id: 0

::summary Tool used for project and business process management ::

A responsibility assignment matrix, RACI matrix (responsible, accountable, consulted and informed matrix; ) or linear responsibility chart, is a project management technique that describes the responsibilities of various stakeholders in completing tasks or deliverables. The matrix assigns one of four responsibilities to each stakeholder in executing a deliverable: Responsible, Accountable, Consulted, and Informed.

Under the RACI framework:

• Responsible stakeholders are involved in the planning, execution, and completion of the task;
• Accountable stakeholders are held to be individually and ultimately responsible for the success or failure of the task;
• Consulted stakeholders are sought for their opinions on a task;
• Informed stakeholders are updated as the project progresses.

RACI model

RACI is a model that describes the participation of various roles in completing tasks or deliverables for a project or business process. The four key responsibilities most typically used are: responsible, accountable, consulted, and informed. It is often used to define roles and responsibilities in cross-departmental projects.

R: Responsible — Those who complete the task. There is at least one role with a participation type of responsible, although others can be delegated to assist in the work required.

A: Accountable (also approver or approving authority) — The one ultimately answerable for the correct completion of the deliverable or task, ensuring the prerequisites of the task are met, and delegating the work to those responsible. Accountable stakeholders sign off and approve work that responsible stakeholders provide. According to some theories of project management, there must be only one accountable stakeholder specified for each task or deliverable.

C: Consulted — Those whose opinions are sought, such as subject-matter experts, and with whom there is two-way communication.

I: 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.

The RACI model is also known as a responsibility assignment matrix and linear responsibility chart.

Alternatives

There are a number of alternatives to the RACI model, including:

• DACI: Driver, Approvers, Contributors, Informed
• PARIS: Participant, Accountable, Review required, Input required, Sign-off required
• RACI + F: includes Facilitation in Scrum projects
• RACIS/RASCI/RASIC/RASI: includes Support
• RACIO/CAIRO: includes Omitted (or Out-of-the-loop)
• RACIQ: includes Quality review
• RACI-VSL includes Verifier and Signatory

Charting

Responsibility assignment matrices are charted with the vertical axis representing tasks or deliverables and the horizontal axis representing roles.

::data[format=table title="Example RACI chart"]

Tasks	Maintenance supervisors	Maintenance analyst	Maintenance planner	Maintenance technician	Maintenance support	Rel specialist	CMMS project engineer
Inputting failure data	A	C	I	R		C	C
Work order completion	R	C	C	C	A	I	I
Work order closeout	C	R	C		I	I	A
QA of failure data input	C	R	I	C	I	C	A
Analyze failure reports	C	C	I	C	A	R	I
Maintenance strategy adjustments	C	I	I	C	A	R	R
Implementing new strategies	R	I	R	C	A	I	I
::

References

References

1. Brennan, Kevin. (2009). "A Guide to the Business Analysis Body of Knowledge (BABOK Guide)". [[International Institute of Business Analysis]].
2. "Role & Responsibility Charting (RACI)".
3. [[Tiziana Margaria]]: ''Leveraging Applications of Formal Methods, Verification, and Validation: 4th International Symposium on Leveraging Applications Proceedings'', Part 1, Springer, 2010, p. 492
4. (2009). "Business Process Mapping: Improving Customer Satisfaction". [[John Wiley and Sons]].
5. (2013). "A Guide to the Project Management Body of Knowledge (PMBOK Guide)". [[Project Management Institute]].
6. Blokdijk, Gerard. (2008). "The Service Level Agreement SLA Guide - SLA Book, Templates for Service Level Management and Service Level Agreement Forms. Fast and Easy Way to Write Your SLA". Lulu.
7. (2006). "Project management: strategic design and implementation". [[McGraw-Hill Professional]].
8. Kendrick, Tom. (2006). "Results without authority: controlling a project when the team doesn't report to you". AMACOM Books, division of the American Management Association.
9. (2000). "A Guide to the Project Management Body of Knowledge". Project Management Institute.
10. "The RACI+F Matrix - Scrum Alliance".
11. Hightower, Rose. (2008). "Internal controls policies and procedures". John Wiley & Sons.
12. Baker, Dean. (2009). "Multi-Company Project Management: Maximizing Business Results Through Strategic Collaboration". J Ross.
13. Bolman, Lee. (2008). "Reframing organizations: artistry, choice, and leadership". John Wiley & Sons.
14. Dickstein, Dennis. (2008). "No Excuses: A Business Process Approach to Managing Operational Risk". John Wiley & Sons.

::callout[type=info title="Wikipedia Source"] This article was imported from Wikipedia and is available under the Creative Commons Attribution-ShareAlike 4.0 License. Content has been adapted to SurfDoc format. Original contributors can be found on the article history page. ::