Part 6 of 7 - 2nd Book that Influenced My Project Management Career

 

This is Part 6 in a series about a second book that affected the development of my skills in the business of managing projects and program of projects    The book -  Human Factors in Project Management by Paul C. Dinsmore – published in 1990 by AMACOM-American Management Association.  

The series contains articles on:  1)  A Classical View of Project Management.    2)  Planning and Strategy.   3)  Project Interfacing.   4)  Using Managerial Time.    5)  Negotiations.   6)  Decision Making and Problem Solving.  7)  Managing Changes. 

This article summarizes the key points in Chapter 12 – Decision Making and Problem Solving and it provides commentary relating the content to PMI’s Project Management Book of Knowledge – 6^th Edition (PMBOK).

In the opening part of the Chapter, Dinsmore relates decision making and problem solving skill throughout the project life cycle.  He then goes through the process, including problem analysis, decision analysis, creativity in identifying decisions, and the review of facts and opinions. 

To illustrate the process for developing solutions to a problem, Dinsmore cites a problem identified by renters in an apartments building regarding poor elevator service.   From a building manger and engineering perceptive, the solution focused on the vertical movement of residence.   As a result, the solutions proposed adding elevators, speeding up existing elevators, and designating local and express elevator operations.  Each solution included significant cost estimates.   Without a cost effective solution, the building manager consulted building staff, and the solution selected was to add mirrors in the lobbies. 

After the solution was implemented, building management observed that complaints were reduced after the mirrors were installed.  After review, the management determined that the real problem was the renters found the wait for elevators was boring rather than there was excessive waiting time.  The mirrors distracted renters from the time waiting for an elevator. 

Dinsmore’s example amplifies his presentation of procedures referenced to Kepner and Tregoe:  A)  Identify the problem.  B)  Propose solutions.  C) Justify the best solution.  D)  Present the solution implementation plan.   

PMBOK references decision making techniques as part of Chapter 4-integrated change control, and Chapter 5-collect requirements. 

PMBOK references decision making topics as part of Chapter 8-quality data analysis, Chapter 9-acquire resources, and manage the team and control resources, Chapter 11-risk plan response, and Chapter 13-stakeholder engagement, manage stakeholder.  

Commentary:    Participants on the project know that decisions need to be made throughout the project life cycle.   But they rely on the project manager to do the work needed for them to understand the problem, the solutions, and to concur with the decision to the problem and the plan for implementing the solution.    As a result, the project manager and his support staff will present documents, actively solicit and compile input from the project team,  perform all research to specify advantages and disadvantages of solutions, prepare cost estimates and schedules, and to recommend the solution the project recommends. 

Good Practices for Decision Making

• Specify the project conditions at the time the solution is selected
• Identify the problem that the solution will solve
• Describe the criteria for selecting the solution
• List the expected benefit/outcome from implementing the solution
• Establish realistic dates the decision and the realization of benefit
• Determines/specify the inputs needed for the decision process
• Record the Decision in a document that covers all proposed solutions and the conclusion
• Assure that subject matter experts within the project and from the organization are providing input