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RACI matrix template: who does what, and who just needs to know
Nothing derails a project quite like the sentence 'I thought you were doing that'. A RACI matrix is the cheap, slightly nagging cure. Use this RACI matrix template to settle who owns what before it becomes an argument.
What a RACI matrix is
RACI is a grid with deliverables or decisions down the side and people or roles across the top. Each cell holds one letter, or stays blank. It is a table that turns vague responsibility into something you can point at.
It works best on a page, agreed once with the people named on it, and revisited when the team or scope changes.
- R, Responsible: does the work. There can be several.
- A, Accountable: owns the outcome and signs it off. Exactly one per row.
- C, Consulted: gives input before the work or decision is final. Two-way conversation.
- I, Informed: told afterwards. One-way communication.
Copyable structure
Paste this layout into a spreadsheet or document. Columns are roles rather than names, so the matrix survives people changing jobs.
Keep rows to the deliverables, decisions and recurring activities that really cause confusion, not every task in the plan.
- Column 1: Deliverable or decision, written as a noun phrase (for example, signed-off requirements).
- Columns 2 onwards: Sponsor, Project manager, Business owner, Technical lead, Supplier, PMO, Finance.
- Each cell: R, A, C, I or blank.
- Last column: Notes, for exceptions and sign-off thresholds.
A short example
Illustrative example. For the row 'Approve change request under £10,000', the project manager is Responsible for preparing the case, the sponsor is Accountable for the decision, finance and the technical lead are Consulted, and the PMO is Informed.
Read across a row and you should see at least one R, exactly one A, and no ambiguity about who to ask.
- Approve budget change: Sponsor A, Project manager R, Finance C, PMO I.
- Publish weekly status report: Project manager A and R, Sponsor I, PMO I.
- Accept deliverable: Business owner A, Project manager R, Technical lead C, Sponsor I.
Rules that stop it becoming wallpaper
A RACI matrix that is wrong is worse than none, because people trust it. Run these checks every time you update it.
If a row breaks a rule, that is the useful finding. Fix the row, then fix the conversation behind it.
- Exactly one A per row. Two accountable people means nobody is.
- At least one R per row. An A with no R is a wish.
- Watch for too many Cs. Everyone consulted means decisions stall.
- Check columns too: a person with R in every row is a bottleneck, and one with none may not be needed.
- Get each named person to confirm their letters, in writing, before it is published.
Keeping it alive
Review the matrix at every stage gate and whenever a key role changes. Store it with the project charter, not in someone's inbox.
In Senshin the stakeholders and governance area keeps roles, owners and decision rights with the project, so the plan and the people stay linked.
- Attach the matrix to the charter so it carries the same authority.
- Quote it in RAID log entries to name the right owner quickly.
- Refer to it when escalating: the A is who to escalate to.
Keep this live, not in a spreadsheet
Senshin keeps your plan, RAID, budget and reports in one place, so this stays current without a weekly copy-and-paste. A 14-day trial, with sample projects.
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Frequently asked questions
What does RACI stand for?
RACI stands for Responsible, Accountable, Consulted and Informed. It describes four ways a person can be involved in a deliverable or decision.
What is the difference between responsible and accountable?
Responsible people do the work, and there may be several. The accountable person owns the outcome and approves it, and there should be exactly one per deliverable.
Can one person be both responsible and accountable?
Yes, and it is common on small tasks. Write it as A/R in the cell, and still keep one accountable person per row.
How detailed should a RACI matrix be?
Detailed enough to settle real confusion, no more. A page of key deliverables, decisions and recurring activities beats a hundred-row grid nobody reads.
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