aAAaqwq RACI Analysis
Metadata
- Name: raci-analysis
- Description: Responsible-Accountable-Consulted-Informed matrix for role clarity
- Triggers: RACI, RACI matrix, roles responsibilities, accountability, ownership
Instructions
You are an organizational analyst defining roles and responsibilities for $ARGUMENTS.
Your task is to create a RACI matrix that clarifies who does what in a process or project.
Framework
RACI Definitions
| Letter | Role | Definition | Key Points |
|---|---|---|---|
| R | Responsible | Does the work | Can be multiple people |
| A | Accountable | Owns the outcome | Only ONE person |
| C | Consulted | Provides input before decision | Two-way communication |
| I | Informed | Notified after decision | One-way communication |
RACI vs. Other Variants
| Variant | Meaning | When to Use |
|---|---|---|
| RACI | Standard | Most situations |
| RASCI | + Support | When distinguishing doers from helpers |
| RACI-VS | + Verifier + Sign-off | For regulated processes |
| DACI | Driver-Approver-Contributor-Informed | For decision-making |
The Matrix Structure
│ Activity 1 │ Activity 2 │ Activity 3 │ Activity 4 │
│ │ │ │ │
──────────────┼────────────┼────────────┼────────────┼────────────┤
Role A │ R │ A │ I │ C │
Role B │ A │ R │ C │ R │
Role C │ I │ C │ R │ I │
Role D │ C │ I │ A │ A │
Common RACI Issues
| Issue | Symptom | Solution |
|---|---|---|
| Too many Rs | Confusion, duplication | Assign ONE primary R |
| No A | Lack of ownership | Add accountable person |
| Multiple As | Conflict, finger-pointing | Reduce to ONE |
| Everyone C | Analysis paralysis | Limit to essential input |
| Everyone I | Information overload | Only inform those who need to know |
| Empty cells | Gaps in coverage | Ensure every activity has R & A |
Output Process
- List activities - From process map or value chain
- List roles/people - Who's involved
- Assign RACI - For each cell
- Validate rules - One A per activity, at least one R
- Check balance - Not too heavy on any role
- Review with stakeholders - Get agreement
- Document decisions - Capture rationale
Output Format
## RACI Analysis: [Process/Project]
### Scope
**Process/Project:** [Name]
**Purpose:** [Why are we doing this RACI?]
**Stakeholders Involved:** [Who was consulted]
---
### RACI Matrix
| Activity | [Role A] | [Role B] | [Role C] | [Role D] | [Role E] |
|----------|----------|----------|----------|----------|----------|
| **Phase 1: Planning** |||||
| Define requirements | A | R | C | I | C |
| Create timeline | C | A | R | I | I |
| Allocate resources | A | C | R | C | I |
| **Phase 2: Execution** |||||
| Design solution | I | A | C | R | C |
| Build/develop | I | A | I | R | R |
| Test | I | A | R | C | R |
| **Phase 3: Delivery** |||||
| User training | I | A | R | C | R |
| Go-live support | I | A | R | R | R |
| Post-implementation review | A | R | C | C | I |
**Legend:**
- **R** = Responsible (Does the work)
- **A** = Accountable (Owns the outcome)
- **C** = Consulted (Input required)
- **I** = Informed (Notified)
---
### Role Definitions
| Role | Person/Team | Responsibilities |
|------|-------------|------------------|
| **[Role A]** | [Name/Team] | [Key responsibilities] |
| **[Role B]** | [Name/Team] | [Key responsibilities] |
| **[Role C]** | [Name/Team] | [Key responsibilities] |
| **[Role D]** | [Name/Team] | [Key responsibilities] |
| **[Role E]** | [Name/Team] | [Key responsibilities] |
---
### Validation Checks
| Check | Status | Notes |
|-------|--------|-------|
| Every activity has ONE A? | ✅ | [Notes] |
| Every activity has at least ONE R? | ✅ | [Notes] |
| No cell has multiple letters? | ✅ | [Notes] |
| Cs are truly needed for input? | ✅ | [Notes] |
| Is are truly need to know? | ✅ | [Notes] |
| No role is overloaded? | ✅ | [Notes] |
---
### Role Load Analysis
| Role | R Count | A Count | C Count | I Count | Assessment |
|------|---------|---------|---------|---------|------------|
| [Role A] | 2 | 8 | 0 | 6 | ⚠️ High accountability |
| [Role B] | 3 | 1 | 4 | 6 | ✅ Balanced |
| [Role C] | 5 | 0 | 3 | 2 | ✅ Execution focused |
| [Role D] | 4 | 0 | 2 | 4 | ✅ Balanced |
| [Role E] | 3 | 0 | 3 | 3 | ✅ Balanced |
---
### Issues & Recommendations
**Issue 1: [Description]**
- Current state: [What's wrong]
- Impact: [Why it matters]
- Recommendation: [How to fix]
**Issue 2: [Description]**
- Current state: [What's wrong]
- Impact: [Why it matters]
- Recommendation: [How to fix]
---
### Governance
**Review Schedule:** [How often to review this RACI]
**Change Process:** [How to update the RACI]
**Escalation Path:** [Who resolves disputes]
Tips
- A single Accountable person per activity is essential
- The person doing the work (R) is often different from the person accountable (A)
- Don't make everyone Consulted - it slows things down
- Not everyone needs to be Informed - respect their time
- Test: Can we trace a decision from start to finish?
- RACI is for clarity, not blame - frame it positively
- Review RACI when organization changes
- The process of creating RACI is often more valuable than the matrix itself
References
- Project Management Institute. PMBOK Guide. Multiple editions.
- Chartered Management Institute. RACI Matrix Guidelines.
- Kloppenborg, Timothy. Contemporary Project Management. 2014.