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RACI Matrix

The RACI matrix (Responsible, Accountable, Consulted, Informed) is often used for clarifying roles and responsibilities in projects. It can be adapted to delegation by clearly defining who is responsible, accountable, consulted, and informed for each task. This model helps prevent confusion, duplication of efforts, and gaps in accountability by defining who is responsible for what.

Here's a breakdown of each role in the RACI model:

  • Responsible (R) - The person who is responsible for completing the task or activity. This is the person who performs the work and ensures that it's completed according to the required standards and timeline.
  • Accountable (A) - The person who is ultimately accountable for the task's success or failure. This person approves the work and takes ownership of the overall outcome. There is usually only one person accountable for each task.
  • Consulted (C) - Individuals who need to provide input or expertise during the task's execution. They might be consulted for their opinions, feedback, or specific knowledge related to the task.
  • Informed (I) - People who need to be kept informed about the progress and outcome of the task but are not directly involved in its execution. They are recipients of updates and information.
The RACI model is often presented in a matrix format where tasks are listed on one axis and the roles (Responsible, Accountable, Consulted, Informed) are listed on the other axis. In this matrix, you'll assign a role to each individual for each task, clarifying their involvement in that particular task.
Here's an example of how the RACI model might be used:






Task A





Task B





Task C





In this example, John is responsible for Task A, Emily is accountable, Sarah is consulted, and the entire team is informed. Emily is both responsible and accountable for Task B, with David being consulted and the team informed. For Task C, David is responsible and accountable, Sarah is consulted, and the team is informed.
The RACI delegation model is particularly useful in projects involving multiple stakeholders and complex tasks, as it provides a clear framework for understanding roles and ensuring effective communication and accountability.
For more on the topic of delegation, view our article 7 Models for Delegation.
Trevor O'Sullivan

Trevor O'Sullivan

General Manager. Since the early 2000s, Trevor has worked with thousands of Talent Management professionals to develop and apply assessment-based talent management solutions for selecting, developing and managing people. Trevor is an active member of the TTI Success Insights (TTISI) Global Advisory Council, contributes to TTISI product development and is a regular presenter at TTISI-R3. He is honoured to have received multiple Blue Diamond Awards and, more recently, the Bill Brooks Impact Award recognising his contributions to the TTISI global network.

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