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Decision Making in Project Management

Decisions, Decisions…

There are many ways to come to a decision in project management. Some of them are decided for you (in the cases where upper level executives guide the decision). Other times it might seem like a decision is made by choosing the lesser of two evils. But there are better ways to make decisions in project management, and this post by Dave Carter explains just a few ways to do so. Namely, Carter shares how key indicators might be the best way to provide data for decision making, and how that decision making is superior to non-data fueled decisions.

Indicators are Key

The post shares a table listing the indicators (time, cost, quality, risk, scope, and resources), as well as which ones are specifically important for project managers to track (these being risk, scope, and resources). The reason that some are more important than others has to do with cause: if resources, scope, or risk is being mishandled, then quality, cost, and time are bound to suffer as well:  

So the difference is the important indicators allow a project manager to effectively make decisions and the team can collectively act to prevent a negative outcome, normally against defined and pre-agreed criteria.

If a time, cost or quality problem occurs because the obvious indicators are being monitored, by this time it’s too late to prevent the issue that caused them, the only action that can be taken is recovery.

The post then discusses strategy to deal with each of the indicators using various scenarios to illustrate those strategies in practice. Read the full post here:

About Matthew Kabik

Matthew Kabik is the former Editor of Computer Aid's Accelerating IT Success. He worked at Computer Aid, Inc. from 2008 to 2014 in the Harrisburg offices, where he was a copywriter, swordsman, social media consultant, and trainer before moving into editorial.

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