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7/23/2019 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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