RAM and RASCI in PM²: Clarifying Who Does What Before Problems Arise
Seventh article in the “Learning PM² Through a Project” series
Saying that “the team will handle the Business Case” or that “users will approve the solution” may sound sufficient until something must be delivered, approved or explained after a delay.
Who actually performs the work? Who answers for it? Who contributes? Whose opinion must be obtained before the decision? Who only needs to receive the information?
PM² uses the Responsibility Assignment Matrix (RAM) and the RASCI model to make these relationships explicit.
What Is a Responsibility Assignment Matrix?
A RAM connects two dimensions:
- project activities, processes or artefacts;
- the roles involved.
Each cell identifies how a role participates in a particular activity.
| Activity or artefact | PO | BM | SP | PM | UR | PCT |
|---|---|---|---|---|---|---|
| Example | A | R | S | S | C | — |
The matrix does not describe the amount of work and does not replace the plan. It clarifies responsibilities and decision relationships.
What Does RASCI Mean?
RASCI is an acronym for five types of involvement:
| Letter | Meaning | Question to ask |
|---|---|---|
| R | Responsible | Who performs or coordinates the work? |
| A | Accountable | Who approves and answers for the final result? |
| S | Supports | Who actively works in support of the Responsible role? |
| C | Consulted | Whose input is required before the decision or completion? |
| I | Informed | Who must be kept up to date? |
Some PM² matrices also use N/A or an empty cell when a role is not involved.
Responsible: Who Does the Work
The Responsible role performs or coordinates the work required to produce the result.
Being Responsible does not necessarily mean personally performing every individual task. It means ensuring operationally that the work is carried out.
In Smart Bookings, the Project Manager may be Responsible for preparing the Project Work Plan while collecting estimates and information from the PCT.
The Right Question
Who must actually produce this result?
Common Mistake
Confusing the person who performs the work with the person who approves it. The fact that the Project Owner approves an artefact does not mean that the PO must write it.
Accountable: Who Owns the Result
The Accountable role answers for the final result and authorises or approves its completion. Work can be delegated; accountability cannot.
The fundamental rule is:
Each activity or result should have one clearly identified Accountable role.
Two As create ambiguity: if both can approve, neither truly owns the decision. No A creates a governance gap.
The Right Question
Who has the final say and answers for the outcome?
In the Smart Bookings Project
The Project Owner may be Accountable for the Business Case: the BM prepares it, but the PO approves the justification and answers for the investment decision.
Supports: Who Contributes Actively
The Supports role actively helps the Responsible role perform the work.
Support is more than simply providing an opinion. It may involve:
- supplying data or analysis;
- contributing to drafting;
- providing expertise;
- carrying out part of the work;
- facilitating tools or resources.
The Right Question
Who works with the Responsible role without owning the primary responsibility?
In the Smart Bookings Project
When preparing the Business Case, the Solution Provider and Project Manager may support the BM with estimates, technical constraints, costs and delivery options.
Consulted: Two-Way Communication
The Consulted role provides information, expertise or an opinion before the work is completed or the decision is made.
Consultation is two-way communication:
- the Responsible role presents an issue or proposal;
- the Consulted role provides input;
- the input is considered, although it does not have to be accepted.
The Right Question
Whose opinion must we know before proceeding?
In the Smart Bookings Project
User Representatives may be Consulted on the Business Case or requirements because they understand operational needs and constraints. Being consulted does not automatically give them approval authority.
Informed: One-Way Communication
The Informed role receives updates about status, results or decisions. Its opinion is not required before proceeding.
Communication is mainly one-way.
The Right Question
Who needs to know what has been decided or completed?
In the Smart Bookings Project
The AGB may be informed that an artefact has been completed without participating in its drafting or detailed review.
The PM² Business Case Example
A classic PM² RAM example assigns Business Case responsibilities as follows:
| Role | Assignment |
|---|---|
| Appropriate Governance Body | I – Informed |
| Project Steering Committee | C – Consulted |
| Project Owner | A – Accountable |
| Business Manager | R – Responsible |
| User Representatives | C – Consulted |
| Solution Provider | S – Supports |
| Project Manager | S – Supports |
| Project Core Team | N/A |
The logic is consistent:
- the BM develops the business justification;
- the PO owns and approves it;
- the SP and PM provide solution and delivery information;
- the PSC and users provide perspectives to be considered;
- the AGB receives the information required for governance;
- the PCT has no direct involvement in this specific activity.
RASCI Is Not a Hierarchy
The letters do not rank roles from most to least important.
- R is not inferior to A; it describes a different function;
- S may perform substantial work without being the primary Responsible role;
- C may provide decisive input without approving;
- I may be a senior executive who needs the result but should not intervene in the activity.
RASCI describes the relationship with the work, not the person’s rank.
RASCI and Meeting Attendance
Another incorrect interpretation is to turn every letter into an invitation to every meeting.
- Responsible and Supports collaborate operationally;
- Accountable is involved at approval points and in relevant decisions;
- Consulted is engaged when input is needed;
- Informed receives information in the appropriate format and at the appropriate time.
Inviting everyone all the time does not improve governance. It removes the distinction RASCI is intended to create.
Building an Effective RAM
1. Start with Activities or Results
Rows must be precise enough. “Manage the project” is too broad; “approve the Project Charter” or “develop the Risk Response Plan” is more useful.
2. Use Roles, Not Personal Names
The RAM should contain PO, BM, PM and other roles. The assignment of individuals to roles can be documented separately. This keeps the structure valid when a person changes.
3. Assign One Accountable Role
Each row should have a recognisable decision owner.
4. Ensure That a Responsible Role Exists
An activity with an Accountable but no Responsible role may be approved in theory and performed by nobody.
5. Limit Consulted and Informed Roles
Too many Cs slow down work; too many Is create information noise. Involve the people who are necessary, not everyone who is available.
6. Review the Matrix When Governance Changes
If roles, suppliers, scope or ways of working change, the RAM may also need updating.
Practical Case: Approving a Major Change
A gym asks for online payments to be added to Smart Bookings. A simplified RAM could be:
| Activity: assess and approve the change | PO | BM | SP | PM | UR | PCT |
|---|---|---|---|---|---|---|
| Analysis and decision | A | C | S | R | C | S |
In this example:
- the PM coordinates the impact analysis;
- the PCT and SP support the technical and capacity assessment;
- the BM and URs are consulted on value, priority and operational impact;
- the PO approves the decision, assuming it falls within the PO’s authority.
This is not a universal matrix: the Accountable role may vary according to defined thresholds and governance. If the change exceeds the PO’s or PSC’s authority, the decision may be escalated to the AGB.
Diagnostic Checks for the Matrix
A RAM can expose problems before they become conflicts:
| Signal | Possible problem |
|---|---|
| No A | Nobody owns the result |
| Multiple As | Ambiguous or conflicting authority |
| No R | Nobody is assigned to perform the work |
| Too many Rs | Unclear coordination |
| Too many Cs | Slow decision-making |
| Too many Is | Communication overload |
| One person with too many Rs/As | Bottleneck or excessive concentration |
| A role always absent | The role may be unnecessary or governance may be incomplete |
The matrix does not automatically solve these problems, but it makes them visible.
Do Not Confuse
| Pair | Difference |
|---|---|
| Responsible and Accountable | R performs/coordinates; A approves and answers for the result. |
| Supports and Consulted | S actively works; C provides input. |
| Consulted and Informed | C communicates both ways before the decision; I receives information. |
| Accountability and hierarchy | A indicates ownership of the result, not necessarily the highest rank. |
| RAM and project plan | The RAM assigns responsibilities; the plan defines activities, timing and resources. |
Test What You Remember
- What does a RAM connect?
- What is the difference between R and A?
- Which letter describes two-way communication?
- How many Accountable roles should there be for each activity?
- In the PM² Business Case example, who is Responsible and who is Accountable?
Answers
- Activities, processes or artefacts with project roles.
- R performs or coordinates the work; A approves and answers for the final result.
- C – Consulted.
- One.
- The Business Manager is Responsible; the Project Owner is Accountable.
Flashcards
Q: What does R mean?
A: Responsible: performs or coordinates the work.
Q: What does A mean?
A: Accountable: owns, approves and answers for the result.
Q: What does S mean?
A: Supports: contributes actively to the work of the Responsible role.
Q: What does C mean?
A: Consulted: provides input before the decision or completion.
Q: What does I mean?
A: Informed: is kept up to date.
Exam-Style Question
Which statement correctly describes the difference between Consulted and Informed?
A. Consulted approves the result; Informed performs the work.
B. Consulted provides input through two-way communication; Informed receives updates.
C. Consulted operationally supports the Responsible role; Informed is Accountable.
D. There is no practical difference between the two roles.
Correct answer: B. The Consulted role must be able to provide input before the decision; the Informed role must know the status or result but does not need to be consulted.
In the Next Article
In the next article, we will begin the PM² lifecycle with a complete view of the four phases, the three Phase Gates and the overarching Monitor & Control process.
Essential Sources
- European Commission, PM² Project Management Methodology Guide v3.1.
- European Commission, The PM² Governance Model.