Editing Responsibility assignment matrix

{{Short description|Tool used for project and business process management}}
{{TOC limit|2}}
In business and [[project management]], a '''responsibility assignment matrix'''<ref name="pmbok">{{cite book |title=A Guide to the Project Management Body of Knowledge (PMBOK Guide) |publisher=[[Project Management Institute]] |year=2013 |page=262 |chapter=9.1.2.1 Organization Charts and Position Descriptions |edition=5th |isbn=978-1-935589-67-9}}</ref> ('''RAM'''), also known as '''RACI matrix'''<ref>{{cite book | last1= Jacka | first1 = Mike |last2= Keller |first2= Paulette |title= Business Process Mapping: Improving Customer Satisfaction | url= https://archive.org/details/businessprocessm00jack_829 | url-access= limited |publisher= [[John Wiley and Sons]] |year= 2009 |page= [https://archive.org/details/businessprocessm00jack_829/page/n272 257] |isbn= 978-0-470-44458-0}}</ref> ({{IPAc-en|ˈ|r|eɪ|s|i}}; ''responsible'', ''accountable'', ''consulted'', and ''informed'')<ref name="slaguide">{{cite book|title=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|last=Blokdijk|first=Gerard|publisher=Lulu|year=2008|isbn=978-1-921523-62-5|page=81}}</ref>{{sfn|Project Management Institute|2021|loc=§4.6.6 Focus on Value}} or '''linear responsibility chart'''<ref>{{cite book |last1= Cleland | first1 = David | last2= Ireland | first2= Lewis | title= Project management: strategic design and implementation |url= https://archive.org/details/globalprojectman00clel_0 |url-access= registration | publisher= [[McGraw-Hill Professional]] |year= 2006 |page= 234 |isbn= 0-07-147160-X}}</ref> ('''LRC'''), is a model that describes the participation by various [[role]]s in completing [[Task (project management)|task]]s or [[deliverable]]s{{sfn|Project Management Institute|2021|loc=§4.6.6 Focus on Value}} for a [[project]] or [[business process]]. The four key responsibilities most typically used being: ''responsible'', ''accountable'', ''consulted'', and ''informed''. It is used for clarifying and defining roles and responsibilities in cross-functional or departmental projects and processes.<ref name="babok">{{cite book |last= Brennan |first= Kevin |title= A Guide to the Business Analysis Body of Knowledge (BABOK Guide) | publisher = [[International Institute of Business Analysis]] |year= 2009 |page= 29 | isbn = 978-0-9811292-1-1}}</ref> There are a number of alternatives to the RACI model.

== Key responsibility roles in the RACI model ==

=== Role distinction ===
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 organization may have ten 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''.

;''R = Responsible'' (also ''recommender'')
: Those who complete the task.<ref name="pmicie">{{cite web |url=https://pmicie.org/files/22/PM-Toolkit/85/racirweb31.pdf |title=Role & Responsibility Charting (RACI) |last1=Smith |first1=Michael L. |last2=Erwin |first2=James |website=Project Management Institute California Inland Empire Chapter |page=5 |access-date=18 May 2023 |url-status=live |archive-url=https://web.archive.org/web/20220916080044/https://pmicie.org/index.php?option=com_dropfiles&format=&task=frontfile.download&catid=22&id=85&Itemid=1000000000000 |archive-date=16 September 2022}}</ref> There is at least 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.)

;''A = Accountable'' (also ''approver'' or ''final approving authority'')
: The one ultimately answerable for the correct and thorough completion of the deliverable or task, the one who ensures the prerequisites of the task are met and who delegates the work to those ''responsible''.<ref name="pmicie" /> In other words, an ''accountable'' must sign off (approve) work that ''responsible'' provides. There '''must''' be only one ''accountable'' specified for each task or deliverable.<ref name="formal">[[Tiziana Margaria]]: ''Leveraging Applications of Formal Methods, Verification, and Validation: 4th International Symposium on Leveraging Applications Proceedings'', Part 1, Springer, 2010, p. 492</ref>

;''C = Consulted'' (sometimes ''consultant'' or ''counsel'')
: Those whose opinions are sought, typically [[subject-matter expert]]s, and with whom there is two-way communication.<ref name="pmicie" />

;''I = Informed'' (also ''informee'')
: 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.<ref name="pmicie" />

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.

== Assigning people to facilities ==

The matrix is typically created with a vertical axis (left-hand column) of tasks (from a [[work breakdown structure]]) or deliverables (from a [[product breakdown structure]]), and a horizontal axis (top row) of roles (from an [[organizational chart]]).

{| class="wikitable"
|+ Example of a responsibility assignment (or RACI) matrix
|-
! Code
! Name
! Project sponsor
! Business analyst
! Project manager
! Technical architect
! Applications development
|-
| Stage A
| Manage sales
|
|
|
|
|
|-
| Stage B
| Assess job
|
|
|
|
|
|-
| Stage C
| Initiate project
|
|
|
|
|
|-
| - C04
| Security governance (draft)
| C
| C
| A
| I
| I
|-
| - C10
| Functional requirements
| A
| R
| I
| C
| I
|-
| - C11
| Business acceptance criteria
| A
| R
| I
| C
| I
|-
| Stage D
| Design solution
|
|
|
|
|
|}

Another example from the maintenance and reliability community:

{| class="wikitable"
|+ Maintenance crew KPI 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
|}

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

=== PARIS ===
:This is an early version<ref>{{cite book |title= A Guide to the Project Management Body of Knowledge |publisher= Project Management Institute |year= 2000 |page= [https://archive.org/details/guidetoprojectma00proj_0/page/111 111] |isbn= 1-880410-22-2 |url= https://archive.org/details/guidetoprojectma00proj_0/page/111 }}</ref> of a responsibility assignment matrix, with the roles defined as:

:; ''Participant''
:
:; ''Accountable''
:
:; ''Review required''
:
:; ''Input required''
:
:; ''Sign-off required''

=== PACSI ===
: This is a version very useful to organizations where the output of activities under the accountability of a single person/function can be reviewed and vetoed by multiple stakeholders, due to the collaborative nature of the culture.

:; ''Perform''
:
:: The person/function carrying out the activity.

:; ''Accountable''
:
:: The person/function ultimately answerable for the correct and thorough completion of the deliverable or task, and often the one who delegates the work to the performer.

:; ''Control''
:: The person/function reviewing the result of the activity. They have a right of veto; their advice is binding.

:; ''Suggest''
:
:: The person/function consulted to give advice based upon recognized expertise. The advice is non-binding.

:; ''Informed''
:
:: The person/function who must be informed of the result of the activity.

=== RASIC or RASCI ===
:This is an expanded version<ref>{{cite book |last= Hightower |first= Rose |title= Internal controls policies and procedures |publisher= John Wiley & Sons |year= 2008 |page= 83 | isbn= 978-0-470-28717-0}}</ref> of the standard RACI, less frequently known as ''RASCI'',<ref>{{cite book |last= Baker |first= Dean |title= Multi-Company Project Management: Maximizing Business Results Through Strategic Collaboration |publisher= J Ross | year = 2009 |page= 58 |isbn= 978-1-60427-035-8}}</ref> breaking the ''responsible'' participation into:

:; ''Responsible''
:
::Those responsible for the task, who ensure that it is done as per the ''approver''

:; ''Support''
:: Resources allocated to ''responsible''. Unlike ''consulted'', who may provide input to the task, ''support'' helps complete the task.

=== RASI ===
:This is an alternative version<ref name="LCE Training">{{cite book |last1= Mikes |first1= Joe |last2=Denton |first2=Tara |title= Training Speeds Continuous Improvement |publisher= Life Cycle Engineering |year= 2011 |url = https://www.lce.com/Training-Speeds-Continuous-Improvement-1271.html}}</ref> of the standard RACI, foregoing the ''consulted'' participation and replacing it with:
 
:; ''Support''
:: Resources which play a supporting role in implementation.

===  RACI + F ===

:This is an expanded version of the standard RACI, with an additional participation type: Facilitate. This variation was introduced by Christophe Le Coent in 2012.<ref name="Archived copy">{{cite web |url=https://www.scrumalliance.org/community/articles/2012/june/the-raci-f-matrix |title=The RACI+F Matrix - Scrum Alliance |website=www.scrumalliance.org |access-date=10 August 2022 |archive-url=https://web.archive.org/web/20171016061719/https://www.scrumalliance.org/community/articles/2012/june/the-raci-f-matrix |archive-date=16 October 2017 |url-status=dead}}</ref> Coent argued that the facilitator or coach role is important in agile software development environments and should therefore be explicitly included in the RAM.<ref name="Archived copy"/> The use of RAM in Agile environments is considered contentious because some practitioners believe that everyone working in an agile team should be jointly responsible and accountable.<ref>{{cite web | url=https://www.hotpmo.com/management-models/raci-matrix-definition-and-example-how-to/ | title=RACI Matrix &#124; Definition and Example &#124; How to }}</ref>

:; ''Facilitates'' 
:: Facilitate activities during a Scrum project.

===  RACIQ ===

:This is an expanded version of the standard RACI, with an additional participation type:

:; ''Quality review'' 
:: Those who check whether the product meets the quality requirements.

===  RACI-VS ===
:This is an expanded version<ref name="slaguide"/> of the standard RACI, with two additional participation types:

:; ''Verifier''
:: Those who check whether the [[product breakdown structure product]] meets the [[acceptance testing acceptance criteria]] set forth in the [[product description]].

:; ''Signatory''
:
::Those who approve the ''verify'' decision and authorize the product hand-off. The ''signatory'' should be the party being ''accountable'' for its success.

=== CAIRO ===
:This is an expanded version<ref>{{cite book |last= Bolman |first= Lee |title= Reframing organizations: artistry, choice, and leadership |publisher= John Wiley & Sons |year= 2008 |page= [https://archive.org/details/reframingorganiz00bolm_1/page/112 112] |isbn= 978-0-7879-8799-2 |url= https://archive.org/details/reframingorganiz00bolm_1/page/112 }}</ref> of the standard RACI, also known as ''RACIO''<ref>{{cite book |last= Dickstein |first= Dennis |title = No Excuses: A Business Process Approach to Managing Operational Risk |publisher= John Wiley & Sons | year = 2008 |isbn= 978-0-470-48110-3}}</ref> 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.<ref>{{cite book |last= Kendrick |first= Tom |title= Results without authority: controlling a project when the team doesn't report to you |publisher= AMACOM Books, division of the American Management Association |year= 2006 |page= [https://archive.org/details/resultswithoutau00tomk/page/106 106] |isbn= 0-8144-7343-1 |url= https://archive.org/details/resultswithoutau00tomk/page/106 }}</ref>

:; ''Driver''
:: A single ''driver'' of overall project like the person steering a car.

:; ''Approver''
:: One or more ''approver''s who make most project decisions, and 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.

=== RAPID ===
:Another tool used to clarify decision roles and thereby improve decision making, is '''RAPID''', which was created by and is a registered trademark of [[Bain & Company]].

:; ''Recommend''
:: The ''recommend'' role typically involves 80 percent of the work in a decision. The recommender gathers relevant input and proposes a course of action—sometimes alternative courses, complete with pros and cons so that the decision maker's choices are as clear, simple and timely as possible.

:; ''Agree''
:: The ''agree'' role represents a formal approval of a recommendation. The 'A' and the 'R' should work together to come to a mutually satisfactory proposal to bring forward to the decider. But not all decisions will need an agree role, as this is typically reserved for those situations where some form of regulatory or compliance sign-off is required.

:; ''Perform''
:: The ''perform'' role defines who is accountable for executing or implementing the decision once it is made. Best-practice companies typically define P's and gather input from them early in the process.

:; ''Input''
:: The ''input'' role provides relevant information and facts so that the recommender and decider can assess all the relevant facts to make the right decision. However, the 'I' role is strictly advisory. Recommenders should consider all input, but they don't have to reflect every point of view in the final recommendation.

:; ''Decide''
:: The ''decide'' role is for the single person who ultimately is accountable for making the final decision, committing the group to action and ensuring the decision gets implemented.

=== RATSI ===
:Another tool used in organization design or roles analysis.

:; ''Responsibility''
:: Identify who is in charge of making sure the work is done.

:; ''Authority''
:: Identify who has final decision power on the work.

:; ''Task''
:: Identify who actually does the work.

:; ''Support''
:: Identify who is involved to provide support to the work.

:; ''Informed''
:: Identify who is informed that the work has been done (or will be started)

=== DRASCI ===
:A variant of RASCI developed by three Whitehall theorists (Kane, Jackson, Gilbert). This scheme is adapted for use in matrix management environments, and differs only from RASCI in having an additional role of ''Driver'' and a narrower definition of ''Support'':

:; ''Driver''
:: An individual or party that assists those who are ''responsible'' for delivering a task by both producing supporting collateral and setting timescales for delivery in line with the overarching aim of the individual or party who is ''accountable'' for the overall accomplishment of the objective. The distinction between ''driver'' and ''support'' lies in that the former reinforces and clarifies the parameters of the task on behalf of those who are ''accountable'', while the latter refers to those who help those who are ''responsible'' in reaching a given goal.

=== PDQA ===
: A version developed at U Tokyo and MIT for model-based project management.  The PDQA set of roles corresponds to demand for capabilities of teams. Roles include those for work on scope, handling of dependencies as coordination, and exception handling through error detection and decisions across a project organization.  PDQA is used in agent-based modeling to simulate the supply of these capabilities by teams in projects.<ref>{{cite book |last1=Moser |first1=B. R. |last2=Wood |first2=R. T. |title=Concurrent Engineering in the 21st Century |chapter=Design of Complex Programs as Sociotechnical Systems |date=2015 |pages=197–220 |publisher= Springer|doi=10.1007/978-3-319-13776-6_8 |isbn=978-3-319-13775-9 }}</ref>

:; ''Primary''
:: Provides skill-based effort within capacity to complete scope and also manages dependencies through coordination.

:; ''Decision''
:: Handles any decision, including scope acceptable and exception handling decisions leading to rework. (Does not generation nominal scope).

:; ''Quality''
:: Reviews scope as it progresses to detect poor quality and escalates to decision-maker as so. (Does not general nominal scope).

:; ''Assist''
:: Provides skill-based effort with the capacity to complete scope, in assistance to the primary. (Does not manage dependencies through coordination).

=== DCI ===
: A minimal set of decision-making categories used in organisation design or roles analysis.

:; ''Decision maker''
:: Individuals who make the decision and is accountable for its impact on the business.

:; ''Consulted''
:: Individuals accountable for providing guidance based on functional expertise and experience, highlighting issues and raising alternatives to support the Decision Maker.

:; ''Informed''
:: Impacted stakeholders are notified after the decision has been made and who will need to support the execution of the decision.

=== RASCEIO ===

To be used when working on governance, risk, compliance (GRC) and outsourcing matters: 
:; ''Responsible''
:
:; ''Accountable''
:
:; ''Support''
:
:; ''Consult''
:
:; ''Execute''
:: Third parties contracted to execute activities in accordance with a service level agreement
:; ''Inform''
:
:; ''Overview''
:: Key GRC roles, such as risk owner, policy owner - where accountability is devolved, but a role is needed to oversee whether accountabilities all fit together

=== LACTI ===
Lead, Accountable, Consult, Tasked, Informed

== Variations ==
{{unreferenced section|date=February 2017}}
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'', which may be 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 in the 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.

=== ARCI (decisions) ===

:This alternative is focused only on documenting who has the authority to make which decisions. This can work across all sized workgroups.

:; ''Accountable''
:: Authorized to ''approve'' an answer to the decision.

:; ''Responsible''
:: Responsible to ''recommend'' 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.

== See also ==

* [[Diffusion of responsibility]]

== Citations ==
{{reflist}}

== References ==
*{{Cite book|last=Project Management Institute|title=A guide to the project management body of knowledge (PMBOK guide)|date=2021|others=Project Management Institute|isbn=978-1-62825-664-2
|edition=7th|location=Newtown Square, PA}}

== External links ==
* [https://web.archive.org/web/20100829170031/http://www.pmhut.com/?s=%22The+RACI%2FARCI+Matrix+for+Structuring+Roles+in+Project+Management%22 Comprehensive Series on RACI]

[[Category:Project management techniques]]
[[Category:Management cybernetics]]
[[Category:Business terms]]