PLFH S3 Decision Making

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A PRACTICAL FRAMEWORK FOR

Presented by:mos . ownsen ,

Director, Federal Management Systems, Inc.

www.FMSHQ.com

September 16, 2013


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This is meant to be interactive I will ask for our

participation and response throughout the session.

We will have questions at the end but feel free to ask

them during the presentation as need dictates.

All questions are good questions.


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Stimulate a conversation around Decision Makin for

Project Managers

Examine tools and concepts for decision making


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decision

[ di s

'n ] something somebody has chosen: something that somebody

,

it and other possible choices

firmness in choosing something: the ability to choose or decide

or delay

process of choosing: the process of coming to a conclusion or


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In order to make a decision ou:

MUST have at least two (2) choices from which to choose (to

o or no o o

MUST involve something that is achievable

MUST have the POWER to decide


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Exercise: A l in decision makin

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conditions from a personal perspective. Usin the conditions from the revious slide for makin

decisions, lets see what you think about the following.Can you:

decide who your parents are?

decide the color of your eyes?

decide to be bald headed?

decide your name?

decide whether or not to follow our su ervisors instructions?

decide what grade you are if Government or pay level you are if

Private Industry?


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In project management, decisions are required throughout

Scope (how much functionality, at what quality level, for how manyusers, etc.)

Schedule (can activities be crashed, can activities be aligned

differently, can a provider change its schedule, can you skip/deferactivities, can milestones be missed or eliminated, etc.)

Cost (can a segment of work be allowed to come in over cost; can

you reduce the cost of a segment; can you afford a scope change,etc.)


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Bad decision, BUT there is such a

ng as goo or a

before making a decision.


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Create a constructive and workable environment for

getting decisions made Involve the right people

Know the allowable parameters and authorities in getting

decisions made

around the subject area about which a decision is to be

made

Ensure risk analysis is part of the process Establish an orderly process for getting to decisions


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When ro ects are chartered there is one rocess activit

that I recommend be established as part of the ProjectManagement Plan (PMP)

e process ac v y s as mpor an o es a s a e

outset as Change Management, Risk Management,

Schedule Management, and others

The activity is to establish a Decision Matrix or Model

which is comprised of:

o e Decision Threshold Matrix


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Res onsible Accountable Consulted

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and Informed (RACI) Model

R

espons e ea s e process an as e u y an o ga on o o e

work. Must exercise independent judgment to escalate risks and issues.

A

Accountable - has been granted the authority to make the determination

and is recipient of consequences; the ultimate authority. Only one A can

be assigned to an activity.

C

, ,

must be given the opportunity to influence plans and decision prior to

finalization.

Informed receiver of information on progress, key decisions, and

Ideliverables by the Responsible designee; its necessary for them to knowin order to collaborate well.


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Schedule

Decisions involving the creation and management of the BLANK Project Integrated Master

Schedule (IMS). Includes intra-Program and cross-project dependency identification and

management.Res onsible R

Sub-type Thresholds Accountable (A) Consulted (C) Informed (I)

Within

Decisions that arewithin the schedule

threshold for the

Project

Section Chief Branch Manager Delivery PartnersSelected IPT Delivery

Partner

Decisions that

Schedule

Dates

Exceeds

excee e sc e u e

threshold for the

Project Decisions that

affect a dependency

external to the Project

Decisions that affect

the Program criticalpath

Branch Manager DirectorDelivery Partners All IPT Delivery

Partner

Within

Decisions that are

within the schedule

threshold for the project

Delivery Partner

Managers Section Managers

Branch Managers

Program Delivery

Managers

Delivery Partner

Selected IPT Delivery

Partner

IPT Delivery

Partners

Schedule

Dates

Business Owner

Exceeds

Decisions that

exceed the schedule

threshold for the project

or functional area

Decisions that affect

the Program critical

-Section Managers Branch Manager Delivery Partners

All IPT Delivery

affect a dependency

outside of the individual

schedule


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-

Thresholds for BLANK Pro ect IMS Schedule Chan es

within the Branch Manager Authority is + /- 5 work dayswith no critical path impact. For Schedule Changes

, ,

the Authority. For BLANK IPT Delivery Partners Schedule

Changes within the IPT manager authority is + / - 5 daysfor activities affecting ONLY the IPT group with no critical

path impact. For Schedule changes outside these

arameters the BLANK Branch mana er is the Authorit .


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- Characteristics:

Should have sections for each Triple Constraint area

Should go to the lowest level of granularity that is practical toforesee in early project planning

Should be adjusted/amended/expanded as needed during the lifecycle of the project

Benefits: Establishes a template for getting to the right person with the right

authority to make decisions

Introduces a repeatable process for getting matters before the

correct decision maker(s) Provides clarity on which Stakeholders to include in the analysis

process

m na es uncer a n y o w o can ec e


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do not get you to a decision

They do provide structure to go into thena ys s process o ge o a ec s on


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There are three com onents to the Decision Makin

Framework: Gather Inputs

Analyze Information

Evaluate Outcomes (what are the possible positive or

ne ative outcomes that can result from the decision

The goal for all decision making should be to

maximize the probability of positive outcomes!


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Decision Makin Framework-Gather

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Inputs Goals to be achieved from the decision

Identification of achievable alternatives What time is available (to make the decision, by which a

What time impacts are there for the alternatives under

consideration What are the cost implications associated with the

alternatives

What are the sco e im lications includin ualit of the

alternatives

What are the data sources that are needed

a r s s are assoc a e w eac a erna ve


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Decision Makin Framework- Anal ze

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Information Consider the resources needed for each alternative.

Consider the resource availability for each alternative. What are the risks associated with each and mitigations

What is the organizational climate (risk averse, risk taking,

cutting edge)? What regulatory implications are there for each?

What agency/company policy implications are there foreach?

Do you have sufficient information available for each?

Do you have the most current (especially for technologyssues n orma on on eac


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Decision Makin Framework-Anal ze

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Information (continued) What information do the arties in the Decision Threshold

Matrix have that could aid the analysis? What customer perspective is needed for each

a erna ve

When does a decision need to be rendered to be able to

communicate and im lement it timel ?

What happens if no decision is made?


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Decision Makin Framework-Evaluate

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Outputs/Outcomes

Identify all the possible Positive outcomes that areassociated with each alternative. Positive means the

ou come as goo or es re resu s.

associated with each alternative. Negative means the

outcome has bad or undesired results.

It is important to be honest and objective when

for each alternative analyzed!


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Identification

e erm ne a a ec s on s nee e

Invoke the Decision Model and RACI

Develop alternatives and inputs

Assemble available data from the Input phase

Convene discussion or assessment teams as needed

Analysis , , , ,

RenderDecision

Determine the alternative that is most likely to produce the most positive outcomesMake a decision

Communicate and implement the decision

Assess how well the selected outcome delivered the desired positive outcomes and document why or why notfor Lessons Learned reports


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Effective decision makin focuses on the three arts of

the Framework Gather Inputs

Evaluate potential outcomes

So lets go make some decisions!


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PLFH S3 Decision Making

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