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The PMBOK7 ® uses a great verb for decision framing: a Project Manager has to “secure” a decision. As a decision is unlikely to fall into your lap, the Project Manager must set the framework to secure the decision. Decision framing is a deliberative process, not complex, but thoughtful nonetheless.
In a resource constrained environment, time is precious to a Project Manager, to a Stakeholder, and to a Customer. Time is especially critical when we need to make or receive a decision. Remember the Napoleon quote: “You can ask me for anything but time.” So, let’s determine the critical path for a decision. Why critical path? We currently evaluate efficient workflow using critical path; but we don’t get ‘to the work’ without the decision. So, what should the Project Manager view as the critical path for potential decisions?
Consider all the viewpoints. A Project Manager, a Stakeholder, or a Customer are all seeking the optimal time that they could make a decision on a requirement or review. What might weigh into that optimal time for each party? The Project Manager’s decision could be tied to an internal factor. Perhaps the Stakeholder could be waiting until the Last Responsible Moment. Or a Customer might have to revisit their authority to approve a decision point. Let’s look at these three examples as we secure the critical path for a decision.
Internal factors are tied to the overall organization. Changes to the organization can impact a decision within the project. For example, just prior to a pending decision, there might be an organizational change, or implementation of new process tools, or even an impact to infrastructure resources. All these internal factors can affect a pending or projected decision. The Project Manager must keep abreast of the internal factors. Even if an organizational factor is outside of your control, you can still account for its potential impact on decisions within your project.
Last Responsible Moment is technique in which you hold off on a decision until the last moment…but before you lose the value of deciding. A Stakeholder might delay their decision until that moment just before the cost of “no decision” becomes greater than cost of “the decision”. In this example, do you know the Stakeholder’s view of their Last Responsible Moment before they must decide? Have you tracked all the information that will be required at that point of decision? If you haven’t had that early conversation, it will be difficult to frame the decision. The Stakeholder may feel forced into an untimely or uninformed decision without the preparatory work by the Project Manager.
Finally, the authority to decide can never be assumed to remain static. Especially in an agile approach, the authority to proceed with project work may be subject to change. Rules for fund expenditures, fast tracking work, or even resourcing may not have remained stagnant. Do you still have the authority now for a decision that you had at the beginning of the project?
We must secure decisions throughout our project lifecycle. Selecting vendors, trainers, or partners are sample decisions in a project. Project Managers can’t go back in time and we often can’t ask for more time. However, we can foresee and evaluate a critical path for informed decisions by considering multiple viewpoints, timelines, information needs, and ensuring we have authority for action.
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This article was written by Frank Tank. Frank serves as the Military & Veteran Adviser to Peak Business Management. Frank is a certified PMP and a 30-year US Army Veteran, serving as an enlisted soldier and as an officer in the intelligence field. Frank guides military members and veterans who are pursuing PMI certifications.
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