Operations & Sourcing method guide
RACI Matrix
Clarify who does the work, who is accountable, and who needs to be consulted or informed for each task.
Beginner-friendly guide · 4 min read
What RACI Matrix does
Clarify who does the work, who is accountable, and who needs to be consulted or informed for each task.
RACI separates doing the work from owning its outcome. It also distinguishes people whose input is needed from those who should receive updates.
Use the matrix to discuss real handoffs. If a task has no accountable owner, resolve that before assuming the roadmap commitment can be delivered.
PMI describes the responsibility assignment matrix, including RACI, as a way to make project roles explicit. The InnovationFlow tool supports that planning conversation; assigning a role does not grant application permissions.[1]
Illustrative roles: R does the work, A owns the outcome, C gives input and I receives updates.
| Activity | Engineering | Product lead | Operations | Sponsor |
|---|---|---|---|---|
| Define service requirement | C | A | R | I |
| Run prototype trial | R | A | C | I |
| Approve pilot investment | C | R | C | A |
R: responsible for doing the work. A: accountable for the outcome. C: consulted. I: informed. These assignments do not change app permissions.
Original InnovationFlow illustration. Example values and software behaviour are explained in this guide; method sources are listed below.
Understand the method
The parts in plain language
Responsible
The people or roles performing the work.
Illustrative example
The test team runs the endurance trial.
Accountable
One person or role owns the outcome.
Illustrative example
The engineering lead accepts the trial result.
Consulted and informed
Consulted roles contribute input; informed roles receive updates.
Illustrative example
Consult maintenance on the trial design and inform production of the outcome.
When to use it
- When work crosses functions or organisations.
- When an initiative has several contributors but no clear accountable owner.
A practical workflow
- 1
List concrete tasks or deliverables.
- 2
Assign responsible people or roles and one accountable person or role per task.
- 3
Identify who must be consulted and who must be informed.
- 4
Resolve gaps and conflicting assignments with the people involved.
Fictional worked example
Preparing a pilot build
This example is illustrative rather than a reported case. A fictional manufacturer clarifies responsibility before committing dates.
Observation:Engineering owns the plan and consults maintenance.
Implication:Agree the service conditions to test.
Observation:The test team performs the work.
Implication:Confirm the team has time and equipment.
Observation:The engineering lead is accountable.
Implication:Record what evidence is needed for acceptance.
From analysis to decision
How to interpret the result
- 1Check the assignments with the people concerned.
- 2Keep responsibilities current when the scope or team changes.
Practical interpretation guidance from InnovationFlow. Refer to the method sources below for the underlying approach.
What a useful output looks like
Common pitfalls
- A name in a matrix does not establish agreement or available capacity.
- RACI assignments do not change workspace access rights.
References and method basis
- [1]Friedman, S. (2008). Roles, responsibilities, and resources: best practices in managing people. PMI Global Congress 2008, North America. Source ↗Originating institution
This guide synthesises the named sources into practical questions for strategy and innovation work. It does not claim that using a tool by itself produces a successful decision.