Bringing Clarity to Chaos: How I Use the RASCI Framework to Run Better Projects
There’s a moment in every project when things start to feel a bit messy. Too many people are involved, no one’s really sure who owns what, and decisions are either being made in silos or not being made at all. People who aren’t supposed to give feedback at every step start sharing lots of opinions, and everything begins to slow down. That’s usually when we need to pause and say, “Hey, we need a RASCI.”
When I first heard about RASCI, I thought it was just another corporate framework, something that looks great in a slide deck but doesn’t really hold up in real life.
But over time, it’s become one of the most practical tools I use as a Senior Program Manager. Whenever I’m leading a cross-functional program or trying to bring multiple teams together around a shared goal, I turn to it.
What Is RASCI?
It is a responsibility assignment matrix that helps clarify who’s doing what. RASCI is an acronym that stands for Responsible, Accountable, Support, Consulted, and Informed.
- Responsible: Person responsible for executing the activity and completing it successfully.
- Accountable: The decision-maker and “owner” of the project or process. Person who is answerable for the task’s success or failure. There can be only one Accountable role for each task.
- Support: Stakeholders who provide assistance to those responsible for task execution.
- Consulted: Individuals who need to be consulted before decisions are made or actions are taken.
- Informed: Individuals who need to be kept informed about progress, decisions, or outcomes but are not actively involved in the execution.
It sounds simple, and it is, but it solves so many real-world problems. Especially in projects that span across teams, time zones, or different levels of seniority.
Why I Use RASCI
Most of the time, confusion isn’t about capability. It’s about expectations. Who’s supposed to make the decision? Who’s actually doing the work? Who needs to weigh in, and who just needs an update?
RASCI forces these conversations to happen early. It gets everyone aligned before the chaos begins. And once things are in motion, it becomes a reference point to resolve any future confusion or conflict.
Here’s how I usually apply it:
- Kickoffs: I bring a RASCI template to kickoff meetings and fill it out with stakeholders as a group.
- New programs: When I’m launching something without an existing playbook, RASCI brings structure and clarity from day one.
- Post-mortems: If a project didn’t go as planned, I use RASCI to help uncover whether unclear roles or missing responsibilities played a part.
It’s Not About the Template
The real value of RASCI isn’t in the matrix itself. It’s in the conversations it sparks. I’ve seen it help senior leaders realize they were both acting as the decision-maker without knowing it. I’ve seen individual contributors feel more empowered once their role was clearly defined. It’s one of those tools that creates alignment by removing ambiguity.
A few lessons I’ve learned:
- Don’t skip the “why.” Take a moment to explain to your team why you’re using RASCI and what kind of clarity you’re hoping to create together.
- Keep it lightweight. You don’t need a 15-row spreadsheet. Start with the key decisions and major deliverables.
- Revisit it. RASCI isn’t static. As projects evolve, roles can shift. That’s completely normal, just update it and keep moving.
Additional Reading
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