How RACI Brings Order to Roles and Tasks in a Project

What does RACI mean and what is its purpose

RACI helps assign responsibilities so that project work becomes organized. The acronym stands for:

• R — Responsible. Performs the primary work, such as writing code, preparing text, developing designs, or launching a campaign. A single task may have multiple "Responsible" assignees.
  
  
• A — Accountable. Takes overall responsibility for the project, makes final decisions, and reports to management or the client.
  
  
• C — Consulted. Shares advice, experience, or recommendations.
  
  
• I — Informed. Not directly involved in the project but receives information about the results.

The main goal of a RACI matrix is ​​to eliminate ambiguity in responsibilities and establish a clear communication structure. When the matrix is used properly, duplication of tasks is prevented, results are agreed upon more quickly, and new participants immediately understand who is responsible for a certain task aspect.

What a RACI matrix looks like in practice

Typically, a RACI matrix is ​​designed as a simple table. Tasks or project stages are listed horizontally, and team members or departments are listed vertically. At the intersection of rows and columns, a letter that indicates the role is placed.

As an example, a RACI matrix for a marketing project might look like this:

How to create a responsibility matrix

1. Define the tasks

Start by breaking the project down into actions that can be completed and estimated. The more specific the tasks, the easier it will be to assign responsibilities. For example:

• create a landing page for a campaign;
  
  
• prepare visual content for the newsletter;
  
  
• test the hypothesis through A/B testing;
  
  
• compile a report on the results.

2. Prepare a list of participants

Identify everyone involved in the project, either directly or indirectly. These may include:

• internal specialists (marketers, analysts, designers, developers);
  
  
• heads of departments or senior managers who approve results;
  
  
• external agencies and contractors;
  
  
• client representatives (e.g., brand director or lawyer).

3. Assign roles and check for balance

At the intersection of each task and participant, indicate the role they perform. After this, evaluate the table: allocation may seem correct on paper, but in practice, some participants might be overloaded, while others might be left unengaged.

Mistakes may include the following:

• a single participant is assigned with way too many Responsible roles;
  
  
• there is an Accountable who is assigned to tasks outside their area of influence;
  
  
• important Consulted roles are missing where expertise is required.

Before putting the matrix to work it is recommended to create a rough draft of the role assignment and then conduct a brief review of the matrix with the team. Let each participant communicate their understanding and agreement with their area of ​​responsibility.

4. Keep the matrix up to date

The RACI model is effective as long as it reflects the current state of affairs. It should be updated with every significant change in the project. Keep the matrix publicly accessible and use it as a reference when planning work, coordinating reports, and delegating tasks.

What other matrices can be used besides RACI

RASCI

• a layout designer helps the lead designer create promotional materials;
  
  
• a technical specialist supports a manager in setting up a CRM;
  
  
• a marketing assistant helps an analyst collect initial data.

RACI-V / RACIQ

These are suitable for companies with a multi-level approval process. They include control and verification roles:

• V — Verifier. Assesses the correctness of task execution before handing over the result.
  
  
• Q — Quality Reviewer. Verifies that the result meets company standards.

DACI

The main difference between the DACI matrix and the RACI matrix is ​​that DACI focuses on decision-making and approval, while RACI focuses on execution and results. The acronym stands for:

• D — Driver. Responsible for organizing the process: collecting opinions, coordinating participants, and ensuring decisions are made on time.
  
  
• A — Approver. Makes the final decision and is responsible for its approval.
  
  
• C — Contributor. Provides ideas, materials, or individual task elements.
  
  
• I — Informed. Receives reports about the progress but does not influence the outcome.

RAPID

A matrix useful for decision-making. It includes five roles:

• R — Recommend. Formulates and proposes a solution, collects data, and prepares a justification.
  
  
• A — Agree. Has the right to approve or veto. A decision cannot be approved without their consent.
  
  
• P — Perform. Responsible for implementing the approved decision.
  
  
• I — Input. Provides information, analysis, and expert comments to help shape the proposal.
  
  
• D — Decide. Makes the final choice and holds responsibility for it.

• the strategist formulates the proposal (R);
  
  
• the brand director greenlights the idea (A);
  
  
• the marketing team implements the decision (P);
  
  
• the analyst provides input (I);
  
  
• the CEO approves the final version (D).

Stakeholder matrix

A tool that helps manage stakeholder engagement. It shows who influences the project and who only needs to receive a report afterward.

The matrix is built on two axes:

• Influence. The extent to which a person or department can influence decisions, resources, or project outcomes.
  
  
• Interest. The importance of the project and its results to this person or department.

Four stakeholder groups are identified:

Is RACI suitable for an agile approach

In sprints, a RACI responsibility matrix simplifies role assignment while maintaining flexibility. For example, responsibilities may be divided as follows:

• Sprint team — Responsible (R). Performs tasks and is responsible for implementation: content, ad setup, analytics, hypothesis testing.
  
  
• Product owner — Accountable (A). Responsible for the final product value and compliance of tasks with business goals. Makes final decisions on sprint content.
  
  
• Brand experts or lawyers — Consulted (C). Provide consultations to ensure the result complies with brand requirements and legal regulations.
  
  
• External stakeholders — Informed (I). Clients, managers, and partners who need to be kept informed about the process.

How to use RACI in sprints:

• Before the sprint, establish roles for key tasks. This will help eliminate discussions about "who is responsible for what" during the work.
  
  
• During the sprint, the matrix will serve as a handy reference: who approves the results, who prepares the report, and who needs to be consulted.
  
  
• After the sprint, update the matrix if team roles or work approaches have changed.

Common mistakes when creating a RACI matrix

Duplicating roles ("double A")

Excessive detail

Attempts to describe every possible detail (down to who sends the email to the client or approves the indents on the banner) turn the matrix into a gigantic document with hundreds of lines that is impossible to navigate.

Lack of updates

If team members change, new contractors or tasks are added, but the matrix remains the same, it quickly becomes obsolete. The team continues to work according to the outdated model that no longer reflects reality.

RACI matrix as a simple formality

Sometimes the matrix is created merely to pass an audit or fulfill a regulatory requirement. It is there, but it serves zero purpose and is never addressed.

Conclusion

A well-designed RACI matrix becomes a project map, making it easy to understand where each participant stands and what is expected of them. When roles are clear, the whole team moves in one direction, without wasting time on clarifications, guesswork, and lengthy discussions.