There are several variants of the RACI matrix. In this article we explain the RACI-VS matrix and the RASCI matrix — the two that, in our view, stay closest to the traditional model and are therefore the easiest to understand and apply day to day.
The main purpose of a RACI matrix is to clarify everyone’s role in the tasks to be carried out. The methodology alone isn’t always enough, though: to make those responsibilities stick, you can rely on a digital tool. Our process mapping module lets you assign roles and responsibilities to each team member.
What is a RACI matrix?
A RACI matrix is a responsibility assignment matrix used to describe how the various roles take part in completing the tasks or deliverables of a project or process.
It is useful for clarifying roles and responsibilities across cross-functional projects and processes — or, more broadly, within a department or team — so you have a clear view of how tasks are shared out.
In short, it gives every team member a level of responsibility for each task in the project.
RACI is an acronym that stands for:
- Responsible: does the work
- Accountable: validates and approves the work
- Consulted: is consulted
- Informed: must be kept informed
Why use and implement a RACI matrix?
A RACI matrix improves communication, makes decision-making easier, and lets everyone know their own role — and everyone else’s — within a project.
It is very handy for tracking each person’s role on a task or deliverable, especially on complex projects with many decision-makers and stages. By clearly defining who does what, it prevents confusion and ensures that no two people unknowingly work on the same task.
The 3 RACI matrices to know: RACI, RACI-VS and RASCI
The RACI matrix: the 4 key roles and responsibilities
R for Responsible (the person who does the task)
The Responsible is the person who carries out the task they are responsible for. A single task can have several “Responsibles”, each playing an active part in getting it done.
A for Accountable (the person who approves the task)
The Accountable is the person who approves the task. They make sure the work done by the Responsible is carried out correctly and sign off on the activity. This person holds authority for the task.
C for Consulted (the person who is consulted)
The Consulted is the person consulted while the task is carried out. They contribute advice and constructive feedback so the task is completed as effectively as possible. There can be several Consulted people, often the subject-matter experts.
I for Informed (the person who must be kept informed)
The Informed is the person notified once the task is complete. They should be kept up to date on progress, usually at the end of the task or deliverable. This person does not take an active part in carrying out the task.
| Responsible does the task | Accountable approves the task | Consulted is consulted | Informed is kept informed | |
|---|---|---|---|---|
| Who? | The person who carries out the task — they are responsible for it. | The person who approves the task — they hold authority over it. | The person consulted while the task is carried out. | The person notified once the task is finished. |
| Their mission | Carry out the task assigned to them. | Ensure the work done by the Responsible(s) is correct, and approve the completed activity. | Contribute advice and opinions so the task is done as effectively as possible. | Stay up to date on progress, usually at the end of the task or deliverable. |
| Key point | There can be several Responsibles for one task, each doing part of it. | One Accountable per task. | There can be several Consulted people, often subject-matter experts. | Does not take an active part in carrying out the task. |
The RACI-VS matrix
You have used the RACI matrix effectively; the tasks have been carried out and approved. Yet the task is so complex that it needs a second level of quality control to confirm the result matches the organisation’s expectations. This is where the RACI-VS matrix comes in.
VS stands for:
- V (for Verify): the person who checks the quality of the task’s output. They make sure all results comply with the quality criteria predefined by the organisation. They step in at the end of the task, on the quality side.
- S (for Signatory): the person who approves the decision on quality. They oversee all the responsibilities and play a sign-off role that provides the final approval of the task. They deliver the verdict that the task is complete by approving it.
The RASCI matrix
You use it when a task is heavy to carry out and hard to finish on time. An extra person then steps in to help: the S, which stands for Support.
This is the person who can provide hands-on support in carrying out the tasks. Their role is to give the Responsible extra help by supplying the physical and material resources needed to complete the task properly.
Unlike the C (Consulted), the S (Support) is focused on getting the task done and stays actively involved throughout the task / project. The C (Consulted), by contrast, steps in occasionally to give advice.
How to apply your RACI matrix effectively: a worked example
Let’s walk through how to apply the RACI matrix with a concrete example.
Here is the context: an organisation wants to launch a continuous-improvement initiative using process mapping.
To build a RACI matrix, we recommend starting by listing the tasks needed to reach the goal, along with the stakeholders each task will involve. Then all that is left is to assign each person’s responsibility for every task.
We have put together a ready-to-use RACI matrix template. Download it for free right here! 👇
Legend — R: Responsible · A: Accountable · C: Consulted · I: Informed
| Task | Quality Manager | Executive Committee | IT Manager | Business Manager | Legal | Finance | External BPM Consultant |
|---|---|---|---|---|---|---|---|
| Analyse internal needs | R / A | I | C | C | C | C | |
| Research a BPM tool that meets the needs | R | A | C | ||||
| Select the vendor | R | A | C | R | |||
| Sign the contract with the vendor | I | A | R | C | |||
| Train the teams | A | R | |||||
| Model the processes | A | R | R | R | R | C | |
| Publish the processes | R / A | C | C | C | C | ||
| Communicate to the teams | R / A | I | I | I | I | I |
Our 5 tips for implementing your RACI matrix
1 – The right balance
It is a well-known truth: too much of a good thing is a bad thing. Assigning more people than necessary to the same role won’t make a task more efficient. On the contrary, it can slow a project’s tasks down.
This is particularly true for the role of:
- Consulted: if you have to consult several people to complete your task, you risk wasting even more time — especially if their opinions on how to do it well are contradictory.
- Responsible: assigning too many people to the same task is a great way to lose time. You also risk duplicating work.
2 – Keep it simple
Is the RACI matrix (or the RACI-VS and RASCI variants) working more than well enough for your project? No need to add responsibilities that were not planned for. Keep it simple; don’t go looking for complexity in how you organise your project.
3 – One Accountable (A) per task
It’s simple: when you set off for an unfamiliar place and several members of your group give different directions, you are very likely to spend all night at it and, worst case, get nowhere. You need a single person who makes the decisions for the whole group and all its actions.
4 – Good communication
We’re not telling you anything new: good communication is very often the foundation of any relationship, personal or professional. So no secret here — keep people Informed (I) about your project’s progress and the “why” behind it.
5 – Double duty
If a task is simple and quick, the Responsible (R) could also be the Accountable (A) for it.
RACI matrix: advantages and disadvantages
The advantages of the RACI matrix
The RACI matrix clearly defines roles and responsibilities, helping teams move faster and avoid misunderstandings. Thanks to this tool, no task risks being duplicated by different people, which improves collaboration and efficiency.
On top of that, the RACI matrix is especially handy when the decision-making process spans several tasks. The same team member can be Informed on one task and Responsible or Consulted on another. Tracking all of these activities on a RACI chart ensures a clear, consistent view and makes the project easier to manage.
The disadvantages of the RACI matrix
The RACI matrix focuses on detail, which can make it hard to keep a big-picture view of a project’s activities. It tells you who is consulted on a specific task, but does not necessarily help you understand stakeholders’ roles in the project’s other activities.
What’s more, if you try to record every task and role in your RACI matrix, it can quickly become unreadable. Worse still, if your project evolves and changes occur, your matrix can become useless. In that case it gets hard to stay informed in real time about how processes and tasks are progressing.
To sum up, simply applying the RACI matrix is already a solid basis for starting to organise your project and clarify each team member’s responsibilities. Beyond just using it, the key is to understand it well so you can make the most of it in your context — and above all to justify its usefulness simply, so it is understood, adopted and applied by everyone on your team.
Featured image: Waldemar – Unsplash
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