Responsibility assignment matrix
A responsibility assignment matrix, also known as a RACI matrix (/ˈreɪsi/) 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
[edit]RACI is a model that describes the participation of various roles in completing tasks or deliverables for a project or business process.[1] 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.[2]
R: Responsible — Those who complete the task.[3] 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.[3] 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.[4]
C = Consulted — Those whose opinions are sought, such as subject-matter experts, and with whom there is two-way communication.[3]
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.[3]
The RACI model is also known as a responsibility assignment matrix and linear responsibility chart.[5][6][7][8]
Alternatives
[edit]There are a number of alternatives to the RACI model, including:
- DACI: Driver, Approvers, Contributors, Informed[9]
- PARIS: Participant, Accountable, Review required, Input required, Sign-off required[10]
- RACI + F: includes Facilitation in Scrum projects[11]
- RACIS/RASCI/RASIC/RASI: includes Support[12][13]
- RACIST
- RACIO/CAIRO: includes Omitted (or Out-of-the-loop)[14][15]
- RACIQ: includes Quality review
- RACI-VSL includes Verifier and Signatory[7]
Charting
[edit]Responsibility assignment matrices are charted with the vertical axis representing tasks or deliverables and the horizontal axis representing roles.
| 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 |
See also
[edit]References
[edit]- ^ Project Management Institute 2021, §4.6.6 Focus on Value.
- ^ Brennan, Kevin (2009). A Guide to the Business Analysis Body of Knowledge (BABOK Guide). International Institute of Business Analysis. p. 29. ISBN 978-0-9811292-1-1.
- ^ a b c d Smith, Michael L.; Erwin, James. "Role & Responsibility Charting (RACI)" (PDF). Project Management Institute California Inland Empire Chapter. p. 5. Archived from the original on 16 September 2022. Retrieved 18 May 2023.
- ^ Tiziana Margaria: Leveraging Applications of Formal Methods, Verification, and Validation: 4th International Symposium on Leveraging Applications Proceedings, Part 1, Springer, 2010, p. 492
- ^ Jacka, Mike; Keller, Paulette (2009). Business Process Mapping: Improving Customer Satisfaction. John Wiley and Sons. p. 257. ISBN 978-0-470-44458-0.
- ^ "9.1.2.1 Organization Charts and Position Descriptions". A Guide to the Project Management Body of Knowledge (PMBOK Guide) (5th ed.). Project Management Institute. 2013. p. 262. ISBN 978-1-935589-67-9.
- ^ a b 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. p. 81. ISBN 978-1-921523-62-5.
- ^ Cleland, David; Ireland, Lewis (2006). Project management: strategic design and implementation. McGraw-Hill Professional. p. 234. ISBN 0-07-147160-X.
- ^ 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. p. 106. ISBN 0-8144-7343-1.
- ^ A Guide to the Project Management Body of Knowledge. Project Management Institute. 2000. p. 111. ISBN 1-880410-22-2.
- ^ "The RACI+F Matrix - Scrum Alliance". www.scrumalliance.org. Archived from the original on 16 October 2017. Retrieved 10 August 2022.
- ^ Hightower, Rose (2008). Internal controls policies and procedures. John Wiley & Sons. p. 83. ISBN 978-0-470-28717-0.
- ^ Baker, Dean (2009). Multi-Company Project Management: Maximizing Business Results Through Strategic Collaboration. J Ross. p. 58. ISBN 978-1-60427-035-8.
- ^ Bolman, Lee (2008). Reframing organizations: artistry, choice, and leadership. John Wiley & Sons. p. 112. ISBN 978-0-7879-8799-2.
- ^ Dickstein, Dennis (2008). No Excuses: A Business Process Approach to Managing Operational Risk. John Wiley & Sons. ISBN 978-0-470-48110-3.
Further reading
[edit]- Project Management Institute (2021). A guide to the project management body of knowledge (PMBOK guide). Project Management Institute (7th ed.). Newtown Square, PA. ISBN 978-1-62825-664-2.
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