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There are many versions of RACI and a purpose for each

RACI, RASCI or SRASCI ? which way do you go when looking at responsibility matrices and what makes sense for your organisation.


Whilst supporting an organisation through change I was asked to lead a new national infrastructure project, within months the fabric of the team started to unravel.

This was brought about with the introduction of several new senior managers across the organisation who had what I call "abundant enthusiasm".

This resulted in a level of frustration and confusion relating to who is Accountable and who is Responsible for leading project activities and tasks resulting in nobody doing what anyone could have done.

Even though staff were being informed that they were accountable for areas of the implementation, "abundant enthusiasm" (directing staff not under their management) unintentionally undermined accountability causing confusion over who is doing what.


The following clip on RACI provides a detailed yet light hearted but practical example of RACI.

But what about RASCI & SRASCI ??

RASCI adds the concept of Support with SRASCI adding the further concept of Sponsor, the below explains this in more detail.

SRASCI is an acronym for Sponsor, Responsible, Accountable,  Support, Consulted & Inform

Why is this an important transformation of RACI and where would you use it?


• Sponsor “Sets the high level vision and or direction of a project or set of tasks within a project" this may be a CEO, CFO and CTO etc. The Sponsor is not the "A" accountable for ensuring a task is completed nor do they direct those Responsible "The Doers" in relation to tasks and activities as this would undermine the "A". However a Sponsor has the power to veto a project or set of tasks within a project.

Responsible is “The Doer” the individual or Individuals who perform an activity —

responsible for an action, there may be several Rs.

Accountable “The Buck Stops Here” The individual who is ultimately Accountable has

the yes/no and power to veto an activity or decision providing the Sponsor is in agreement. Only one “A” can be assigned to an activity or task as you can't have 2 people driving the bus.

Support “Supportive role” The individual or individuals who may be called on from time to time to support the "R" when when workloads are high or support is needed.

Consulted “In the Loop” The individual or individuals who need to be consulted prior to a task

or action being completed there expert knowledge relating to the task is considered important. This is a two‐way communication.

Informed “The individual or individuals who needs to be informed after a decision or action is taken. One‐way communication.


The underlying power of "SRASCI" is creating the delineation between a sponsor who may set Vision, direction and scope of a project and the "A" the person accountable for the performance and execution of the tasks & activities required to achieve a successful outcome, when the Sponsor is also the "A" then simply use RACI or RASCI.


Tasks within a RACI should start with action verbs such as

Evaluate, Schedule, Monitor, Review, Authorise, Decide, Attend, Prepare, Update, Write, Record, Determine, Operate, Collect, Approve, Conduct, Develop, Inspect, Train, Publish, Report

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