Project Accountability using a matrix

Once projects get too large for a small team to run, people need ways to identify who is involved (and how) beyond the basic “on the team”.

Borrowed from project management best practice, an accountability matrix is a simple system used to communicate responsibilities on a project. 

Two things all the accountability matrices have in common:

  • have sweet memorable acronyms
  • have a point person who wrangles people into that matrix.


RACI is probably the most common accountability system. In RACI, the point person is known as the “Accountable.”  The acronym identifies the roles:

  • Accountable: single person who answers for the execution of the project.
  • Responsible: people engaged in the work of the project.
  • Consulted: people who weigh-in on the project, as SMEs. (Two-way communication)
  • Informed: people who want to know what’s going on. (One-way communication)

One person can perform many roles. For example, an Accountable is often Responsible as well.

RACI has critics and detractors.  Most of the criticism reflects that organizations take the matrix too seriously.   I like the point that Grumpy PM makes: the best use of RACI is identifying the various dysfunctions in the organization.

Define Responsibilities

The roles have assigned responsibilities.


  • A and R’s attend all project meetings.
  • R’s do most of the actual work.
  • C’s provide timely information, and attend meetings as invited, follow Slack conversations.
  • I’s read the status emails.

If someone can’t be relied on to do the above, they are likely not actually on the project.

For example, it helps identify if someone is a C (book stuff around them), or an I (don’t).  Changing people’s role on a project is straightforward: they get a new letter!

In Software Development Teams

Accountability matrices raise eyebrows and roll eyes due to origins in consulting and Deloitte-like environments.  I still like them. The concepts are lightweight and adaptable to help at a practical level.

Things I find helpful about a matrix:

  • Calls out when someone will actually need to be engaged, which can frees up time in calendars.
  • Divides work without stepping on toes.
  • Fun to make up your own acronyms.

My observation is that matrices that break up R into other roles (Supporting, Tasked, etc.) tend to be way too specific, and categorize people that can’t help the project directly.

Adopting This

Step one: add a bit of RACI to the “epic” or “feature” or “project” templates in your work management system (Jira, Trello, or whatever).  Your project will thank you!