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Agile Development Conference & Better Software Conference West
June 2–7, 2013 | Las Vegas, NV
Get Smart: Decision-making
Andy Jordan PMP is the founder and president of Roffensian Consulting. Andy is a seasoned business professional with experience in many industries on two continents. After a career managing high profile, business critical projects for many organisations Andy moved into leadership of project management offices and built a reputation for building, rescuing and improving this key function. His approach of tailoring processes to the style and ability of the organisation, and focusing on the development of project staff rather than the short sighted approach of meeting project deliverables at all costs has repeatedly shown dramatic results.
It is often said that once people reach a certain level in the management structure, they are no longer paid for the work that they do but rather for the decisions that they make. Clearly that’s true--no executive is paid for what they physically complete in a working day, rather they are paid for the responsibilities that they have to ensure that the right decisions are made and that the people in their teams are working in the right way and on the right things.
It strikes me that a PMO is very similar. While the PMO has many functions, one of the most important is to facilitate decision-making, either by senior project stakeholders or within their own teams (as escalation points for project managers). In this article, I would like to take some time looking at how we make sure that we are as effective as possible at that process.
Decisions require support
Before we can have any confidence that we are capable of making the right decisions, we need to make sure that we have access to the right information that will support those decisions. That means:
- Complete information that isn’t full of gaps or “I don’t knows”
- Accurate information (the most reliable available)
- Current information (the most recent that is available)
- Identified assumptions that clearly differentiate between what is known and what is assumed, …
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