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The Power of the RASCI Matrix in Defining Project Roles
 
As offices are starting to reopen and projects are being launched and even relaunched, it’s imperative to be clear on project roles to ensure clarity, laser focus and to prevent the overlapping of responsibilities. The RASCI Matrix is an invaluable tool in getting your teams on track (or back on track) and focused on the highest priorities.
 



The RASCI Matrix clarifies stakeholder participation by the various roles needed to complete project or process activities. It outlines which stakeholder(s) has what participating role(s) for key project or process activities: 

RASCI represents:  R - Responsible, A - Accountable, S - Supportive, C - Consulted, and I - Informed

Responsible [R] = the stakeholder who owns the activity and does the work to achieve the desired result. This person can be referred to as the 'doer' of the activity. The responsible person should have the appropriate resources to be able to complete the activity. They are normally accountable to the person with the Accountable [A] role. It's best to assign a single individual to be responsible for the activity.

Accountable [A] = the stakeholder who is ultimately accountable for the completion of the activity. The accountable person possesses ultimate accountability, has decision authority and can allocate resources to achieve the activity. Each activity should have one, and only one, accountable stakeholder. The accountable person signs-off on the work that the Responsible [R] person provides. The buck stops here!

Supportive [S] = the stakeholders who provide resources or play supporting roles in the execution and completion of an activity. There may be several supportive individuals contributing to an activity. Many of these individuals are assigned or delegated by management teams to assist in the work that is required to complete an activity. These individuals typically have skill sets that lend themselves aptly in supportive roles.

Consulted [C] = the stakeholders who possess the information, knowledge or capability that is needed to complete an activity. These individuals possess a particular expertise or knowledge in a business area and must be consulted on a regular or pre-defined basis to obtain information, guidance, recommendations or other valuable input to guide the execution and completion of an activity. The opinions of the stakeholders who are consulted are usually well respected and sought out so that the team can make informed decisions or complete actions. It is imperative to establish two-way communication with these stakeholders and to consult them on all important activities and decisions.

Informed [I] = the stakeholders who are notified of the results of key activities and decisions, but are not consulted. Stakeholders who are informed are those affected by an activity or decision and, therefore, need to be kept abreast of the status but do not need to actively participate in the effort. These individuals are usually informed after the decision has been made or the activity has been accomplished. One-way communication usually takes place with those who are informed. These stakeholders are kept ‘in the loop’ with regard to activities, decisions, and deliverables.

Let’s look at a snippet of a RASCI Matrix:



‘Top 10 Tips’ to assist in the Development and Implementation of the RASCI Matrix
  1. Each activity should have one, and only one, accountable [A] stakeholder. Remember, the buck stops with this person!
  2. Efforts should be made to assign just one of the participation types [R, A, S, C, or I] for each stakeholder role that is applicable for a certain activity
  3. Accountable [A] and Responsible [R] should be placed at the lowest feasible level of the organizational chart. By not doing this, the senior-most members of the team will be accountable for all activities, which is not practical
  4. A stakeholder can be assigned consulted [C] or informed [I], but not both
  5. A single stakeholder may be designated as Accountable and Responsible [A/R], although efforts should be made to assign just one participation type
  6. Two-way communications should be established between the responsible [R] roles and the Consulted [C] roles
  7. One-way communication should be established from the Responsible [R] roles to the Accountable [A] roles
  8. Efforts should be made to avoid obvious or generic activities, such as attending meetings, producing status reports, or submitting timesheets. Focus on important, strategic activities
  9. Stakeholder roles may be individuals or groups, but it's best to keep them at the individual level.
  10. Have fun with the RASCI and revisit it periodically to ensure its up-to-date!
For more information on how we can assist you in with your most challenging project and training needs, visit us at www.reschgroup.com or give us a call at 1-201-803-4653.
 
Cheers to full steam ahead!

 

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