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  • How to Use a RACI Matrix
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The RACI model is a straightforward tool used for identifying roles and responsibilities and avoiding confusion over those roles and responsibilities during a project. The acronym RACI stands for the following:

Responsible: The individual(s) who complete the task. This responsibility can be shared.  The degree of responsibility is determined by the individual with A.
Accountable: The individual who is ultimately responsible. Includes yes or no authority and veto power. Only one A can be assigned to a function. 
Consult: The individual(s) to be consulted prior to a final decision or action. Requires two-way communication.
Inform: The individual(s) who need to be informed after a decision or action is taken. Requires one-way communication. 

Guidelines

  • Eliminate "checkers checking checkers" (lots of Cs in a row).
  • Encourage teamwork.
  • 100-percent accuracy is not always required. 
  • Place accountability (A) and responsibility (R) at the level closest to the action or knowledge.
  • There can be only one accountability per activity.
  • Authority must accompany accountability.
  • Minimize the number of consultants (C) and informs (I).
  • All roles and responsibilities must be documented and communicated.
  • Lots of Rs in Column: Can or need the individuals stay on top of so much? Or can the decision or activity be broken into smaller, more manageable functions?
  • No empty spaces in Column: Do the individuals need to be involved in so many activities? Are they "gatekeepers" or could management-by-exception principles be used? Can Cs be reduced to Is or left to the individual's discretion when something needs particular attention?
  • No Rs or As in Column: Should this functional role be eliminated? 
  • Too many As in Column: Does a proper segregation of duties exist? Should other groups be accountable for some of these activities to ensure checks and balances and accurate decisionmaking throughout the process? Is this a bottleneck? Is everyone waiting for decisions or direction?
  • Qualifications: Does the type or degree of participation fit the qualifications for this role?
  • No Rs in Row: Is the job getting done? Some roles may be waiting to approve, be consulted, or informed. No one sees his or her role as the one to take the initiative.
  • Too many Rs in Row: Is this a sign of "over the wall" activities? "Just get it off my desk asap"?
  • No As in Row: Why not? There must be an A. Accountability should be pushed down to the most appropriate level.
  • Too many As in Row: This creates confusion because every person with an A has a different view of how it is or should be done. There can be only one accountability per activity.

More Information and Examples

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