From RACI to RECSI: Redefining Governance of Programs, Projects, and Operations in Complex Environments

Introduction

In the field of project, program, and operations management, having clarity in roles and responsibilities is crucial for success. One of the most widely used tools for this purpose is the RACI matrix (Responsible, Accountable, Consulted, Informed). However, when translating these concepts into Spanish, confusion arises, particularly between the terms "Responsible" and "Accountable," both commonly translated as "responsable." This can lead to misunderstandings and a lack of clarity regarding organizational responsibilities. This article explores these challenges and proposes an adapted solution: the RECSI matrix.

1. The Problem with Translating the RACI Matrix

The RACI matrix is widely accepted in the world of project management for its simplicity and effectiveness. However, its application in Spanish-speaking countries encounters an obstacle: both "Responsible" and "Accountable" translate to "responsable," leading to confusion about who executes the task and who has the ultimate responsibility within the organization.

In complex organizational environments, especially in large companies with multiple hierarchical levels, this ambiguity can have significant repercussions, such as delays in decision-making, lack of accountability, and duplication of efforts.

2. Introducing the RECSI Matrix: An Adapted Solution

To address this issue, I propose an adaptation called RECSI, designed to clarify roles and responsibilities in Spanish-speaking contexts and incorporate an additional component for larger and more complex organizations.

2.1. Definition of the RECSI Matrix

The RECSI matrix consists of five elements, each with a specific role:

• R (Responsible): The person who has the final authority and makes decisions regarding the activity or task. This role is equivalent to "Accountable" in English, and it is crucial that only one person is designated for this function to ensure clarity in accountability.
• E (Executor): The person who carries out the task or activity, following the instructions of the Responsible. The "Executor" is essentially the equivalent of "Responsible" in English but with a designation that avoids ambiguity.
• C (Consulted): Individuals or groups who must be consulted to provide information or expertise that is critical for decision-making and task execution.
• S (Support): This additional element identifies people or areas that, while not being responsible or executors, must provide transversal support. In large organizations, many tasks rely on such support, which can be technical, logistical, or administrative.
• I (Informed): Those who need to be kept up to date on the progress or outcome of the activity, without having an active role in decision-making.

3. Advantages and Benefits of the RECSI Matrix

3.1. Clarity and Accountability

The RECSI matrix allows for a clear assignment of responsibilities, eliminating translation ambiguity. By having only one "Responsible" per task or activity, it ensures that authority and accountability are clearly defined, facilitating decision-making and resource allocation.

3.2. Inclusion of Transversal Support

Adding the "Support" role addresses a real need in large organizations where activities often require backing from different areas or specialists. This approach is inspired by NATO military planning, which clearly defines who is the command that must be supported and who is responsible for providing that support. The success of an operation often depends on the correct execution of these responsibilities. Applying this principle in the RECSI matrix ensures that these responsibilities are clearly identified and formalized in organizational settings, minimizing dependency on uncontrolled factors and optimizing resource usage.

3.3. Promoting Individual Accountability and Best Practices

To ensure the matrix’s effectiveness, it is essential to follow certain best practices:

• Include specific names rather than organizations: This ensures clear individual accountability and reinforces a sense of personal commitment in each activity, improving task execution and accountability.
• Only One Responsible per Activity: Both in the RECSI and RACI matrices, only one person should have the ultimate responsibility for the activity. This is based on my more than 30 years of experience and that of many consultants in various industries globally, who have proven that this practice ensures clarity and effectiveness in management.

4. Practical Implementation of the RECSI Matrix

Implementing RECSI in an organization can be carried out in three key steps:

4.1. Definition of Activities and Responsibles

First, it is crucial to define the specific activities of the project or program and clearly assign a person as the "Responsible." This assignment must consider the organizational structure and ensure that the Responsible has the authority to make decisions.

4.2. Assignment of Executors and Support

Once the Responsible is defined, the Executors are identified; they must be capable of carrying out the activity under the Responsible's instructions. Additionally, those providing necessary support should be identified, ensuring that these areas or individuals are aligned with the project's objectives.

4.3. Maintaining Communication (Consulted and Informed)

Finally, it is essential to define who will be consulted for relevant information and who should be informed about the progress and outcomes. Clear and timely communication with these key stakeholders is fundamental to the project's success.

5. Application Example: Executing a Training Plan

Suppose an organization is implementing a training plan to improve its team's technical skills. In this case:

• Responsible: The HR manager is the "Responsible" for the training project, making strategic decisions and ensuring that the plan aligns with the company’s goals.
• Executor: A training coordinator is the "Executor," organizing sessions, coordinating with instructors, and managing the logistics required for the program’s effective implementation.
• Consulted: Department heads are consulted to define the specific training needs of their teams and validate the course content.
• Informed: Senior management and other key stakeholders need to be informed about the training progress and results to assess its effectiveness.
• Support: The IT team provides support for the online platforms used in virtual training sessions, ensuring everything runs smoothly and participants can access the sessions without issues.

6. Conclusion

The RECSI matrix is a powerful tool tailored to the specific needs of Spanish-speaking organizations, providing clarity and structure in assigning roles and responsibilities. By clearly differentiating between "Responsible" and "Executor," adding the "Support" element, and applying principles learned from NATO military planning, this matrix not only resolves translation issues but also strengthens transversal coordination in complex projects.

Effectively implementing RECSI can make a significant difference in the governance of projects and programs, ensuring an organized, precise approach aligned with the organization's strategic objectives. Like any management tool, its simplicity is its strength, and its correct application can be key to long-term success.