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Ground Rules
This is meant to be interactive,, I will ask for your
y
Objectives
Stimulate a conversation around Decision Making
g for
Project Managers
Examine tools and concepts for decision making
Define a decision making framework
Eliminate the notion of good
good or bad
bad decisions
MUST have at least two (2) choices from which to choose (to
do or not to do)
Exercise: Applying
pp y g decision making
g
conditions from a personal perspective.
Using
g the conditions from the p
previous slide for making
g
Private Industry?
decide how much education you get?
users, etc.)
Schedule (can activities be crashed, can activities be aligned
you reduce the cost of a segment; can you afford a scope change,
etc.)
Townsends
Townsend
s Theory
There is no such thing as a Good or
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Responsible,
p
, Accountable,, Consulted,,
and Informed (RACI) Model
R
Responsible
ibl leads
l d the
th process and
d has
h the
th duty
d t and
d obligation
bli ti to
t do
d the
th
work. Must exercise independent judgment to escalate risks and issues.
R
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Schedule
Sub-type
Responsible (R)
Thresholds
Within
Schedule
Dates
Exceeds
Within
IPT Delivery
Partners
Schedule
Dates
Exceeds
Decisions that
exceed the schedule
threshold for the project
or functional area
Decisions that affect
the Program critical
path Decisions that
affect a dependency
outside of the individual
schedule
Section Chief
Branch Manager
Accountable (A)
Consulted (C)
Informed (I)
Branch Manager
Delivery Partners
Director
Delivery Partner
Managers
Section Managers
-Section Managers
g
Branch Manager
g
Delivery Partners
Branch Managers
Program Delivery
Managers
Delivery Partner
Managers Project
Business Owner
Delivery
y Partners
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14
15
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Framework:
Gather Inputs
Analyze Information
Evaluate Outcomes (what are the possible positive or
negative
g
outcomes that can result from the decision))
The g
goal for all decision making
g should be to
maximize the probability of positive outcomes!
17
Decision Making
g Framework-Gather
Inputs
Goals to be achieved from the decision
Identification of achievable alternatives
What time is available (to make the decision, by which a
decision is required)
What time impacts are there for the alternatives under
consideration
What are the cost implications associated with the
alternatives
What are the scope implications, including quality, of the
alternatives
What are the data sources that are needed
Wh t risks
What
i k are associated
i t d with
ith each
h alternative
lt
ti
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Decision Making
g Framework- Analyze
y
Information
Consider the resources needed for each alternative.
Consider the resource availability for each alternative.
What are the risks associated with each and mitigations
for them?
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 for
each?
Do you have sufficient information available for each?
Do you have the most current (especially for technology
i
issues)
) iinformation
f
ti on each?
h?
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Decision Making
g Framework-Analyze
y
Information (continued)
What information do the p
parties in the Decision Threshold
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Decision Making
g Framework-Evaluate
Outputs/Outcomes
Identify all the possible Positive outcomes that are
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Analysis
Render
Decision
Determine
D t
i that
th t a decision
d i i is
i needed
d d
Invoke the Decision Model and RACI
Develop alternatives and inputs
Evaluate
Evaluate all potential outcomes (positive and negative) identified for each alternative
Determine the alternative that is most likely to produce the most positive outcomes
Make a decision
Communicate and implement the decision
Assess how well the selected outcome delivered the desired positive outcomes and document why or why not
for Lessons Learned reports
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the Framework
Gather Inputs
Analyze Information
Evaluate potential outcomes
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QUESTIONS!