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Monthly Archives: July 2013

Project management and staffing plans are critical elements in many competitive proposals. Using a RASCI Chart is one way to fine-tune project planning and subsequently improve implementation.


Defining a RASCI Chart:

For every step in planning a project or initiative, it helps grant seekers to define who will be responsible (R), who will be accountable (A), who will be supportive (S), who will be consulted (C), and who will be informed (I):


R = Responsible: R is the person who will be ultimately responsible for successfully completing and delivering the activity and/or task. R may be the person who actually will do the work (or produce the deliverable) or who will direct others to do the work.


A = Accountable: A is the person who will have ultimate accountability and authority for the activity or task; A is also the person to whom R will report or will be otherwise accountable, and A is the person who will approve the adequacy of the work (deliverable).


S = Supportive: S is the person or team of persons who will be needed to do the actual work of completing specific tasks (or creating specific deliverables). S often includes persons who can provide coordinative or administrative services or who can assist with logistics.


C = Consulted: C is anyone whose input will add value and/or whose buy-in will be essential for ultimate implementation of the activities or tasks. C commonly includes persons who can offer technical expertise to an activity or task.


I = Informed: I is the person or groups of persons who will need to be notified of results or actions taken but who will not need to be involved in daily decision-making processes. I will include persons or groups that will need to be “kept in the loop” and/or apprised of the status and progress of a project or initiative.


How to Create a RASCI Chart:

  1. Introduce and/or review the RASCI definitions with the team or work group so that everyone will understand what each role encompasses.
  2. Identify and list in a vertical sequence each core activity or task that will be involved in a project or initiative down the leftmost column of a chart or spreadsheet. Strive to be as complete as possible.
  3. Identify all of the persons and/or roles that will be involved in a project or initiative and list them horizontally as column headings across the top of a chart or spreadsheet.
  4. Identify the R, A, S, C, and I for each core activity or task along the leftmost column.
  5. Review and discuss any gaps or overlaps in the plan of work. A gap will exist whenever an R is not specified for a core activity or task. An overlap will exist whenever there are two or more R for any given core activity or task. One way to resolve overlaps is to analyze the identified activity or task into further sub-tasks.
  6. Be aware that at times some activities or tasks may not require every letter of the RASCI model.
  7. If it seems likely to be helpful, share the draft RASCI Chart with the entire work group or team as well as with a broader group.
  8. Modify the RASCI Chart based on feedback, adopt it, and then launch the project or initiative.
  9. Use the RASCI Chart as a guide during implementation, but expect to need to adjust it as the project or initiative discovers oversights or omissions and learns what works and what does not work.


Person 1 Person 2 Person 3 Person 4… Person N
Activity or Task 1 R I A C S
Activity or Task 2 I R A S C
Activity or Task 3… R C A I S
Activity or Task N S A C R I


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