The Responsibility Assignment Matrix, also known as the RACI Matrix, is a people management tool that distributes tasks among our employees when managing projects, facilitating communication within the company and optimizing our work. The matrix allows us to map and visualize in a simplified way those responsible for each stage of a project. It enables a more clear division of tasks, making it easier to know who was responsible for doing what. It also prevents some tasks from running without a responsible person. The matrix also ensures that everyone who must follow the project will be remembered as it lists who need to be consulted or informed about its progress. Also, the way it allows you to visualize the distribution of tasks also helps to make a fairer allocation of tasks.
Responsible (also Recommender): Those who do the work to complete the task. There is at least one role with a responsible participation, although others can be delegated to assist in the work required
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. 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.
Consulted (sometimes Consultant or counsel): Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication.
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.
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 involvement of each role on each task.