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RACI Matrix

Definition

RACI is an acronym for four roles assigned to stakeholders on any decision, task, or deliverable: Responsible (does the work), Accountable (owns the outcome and approves), Consulted (provides input before the decision), and Informed (notified after the decision). The matrix format maps these roles across a grid of tasks and people.

The framework originated in project management but became a PM staple because product development inherently involves cross-functional coordination. When a feature launch involves engineering, design, marketing, sales, legal, and support, the question "who decides?" comes up constantly. RACI answers it before confusion sets in.

Why It Matters for Product Managers

Most product team dysfunction is not about bad ideas -- it is about unclear decision rights. A PM who ships a pricing change without consulting Sales creates organizational debt that takes months to repair. A PM who consults everyone on every decision never ships anything. RACI prevents both failure modes.

At Atlassian, the DACI variant (Driver, Approver, Contributor, Informed) is baked into how teams make decisions. Every significant product decision has an explicit DACI document. The result: Atlassian ships across 10+ products with thousands of employees and still moves faster than most companies a quarter its size. The framework scales where informal coordination does not.

The PM's typical RACI role is Accountable for product decisions (what to build, when to launch, how to position) and Consulted on technical implementation decisions. Getting this right avoids the two most common failure modes: PMs who micromanage engineering (claiming Responsible status on technical tasks) and PMs who avoid accountability by making everything a committee decision.

How It Works in Practice

  • List the decisions and tasks -- Down the left column, write every major decision or deliverable for the project. For a feature launch, this might include: requirements definition, technical design, UI design, QA plan, launch communications, pricing decision, success metrics.
  • List the stakeholders -- Across the top row, list every person or role involved. Keep it to individuals, not teams -- "Sarah (Eng Lead)" is more useful than "Engineering."
  • Assign exactly one A per row -- Every task needs one and only one Accountable person. If you cannot name one, that is a red flag. Two Accountable people means zero accountability.
  • Limit C and I generously -- The most common RACI mistake is over-consulting. Every "C" slows the process because you need their input before deciding. Default to "I" unless someone's input genuinely changes the decision quality.
  • Review with the team -- Share the RACI before work begins. Disagreements about roles surface here, not during a launch crisis. Update the matrix when scope or team composition changes.

    • Common Pitfalls

  • Too many C's -- Consulting eight people on every decision creates a bottleneck. If someone is Consulted, you must wait for their input. Ask: "Would the decision quality meaningfully suffer without this person's input?" If not, move them to Informed.
  • Multiple Accountable people -- This defeats the purpose. If two VPs are both "Accountable" for a launch decision, neither truly owns it. Escalate to resolve before starting work.
  • RACI as a one-time document -- Teams create a RACI at kickoff and never update it. When scope changes or people rotate, the matrix becomes fiction. Review it at major milestones.
  • Using RACI for small teams -- A three-person startup does not need a RACI matrix. The overhead exceeds the coordination benefit. Reserve it for cross-functional projects with 8+ stakeholders.

    • Related Concepts

    Stakeholder management is the broader discipline that RACI supports -- understanding who has influence, authority, and interest in your product decisions. The product trio model (PM, designer, engineer) defines the core decision-making unit where RACI roles are most critical. Definition of Done pairs well with RACI by clarifying not just who is responsible, but what "done" means for their deliverable.

    Related Terms

    Stakeholder ManagementProduct TrioDefinition of Done (DoD)

    Frequently Asked Questions

    What is the difference between Responsible and Accountable in RACI?+
    Responsible means you do the work. Accountable means you own the outcome and have final sign-off authority. There can be multiple people Responsible for parts of a task, but there should only be one person Accountable. A PM is often Accountable for a feature launch while engineers, designers, and QA are Responsible for their respective deliverables.
    When is a RACI matrix overkill?+
    For small, co-located teams of 3-5 people working on a single product, RACI adds bureaucracy without value -- everyone already knows who does what. RACI shines when you have cross-functional projects involving 10+ people from different teams, or when decisions keep stalling because nobody knows who has the authority to approve.
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