SUMMARY:
When you’re a project manager, sometimes you may be faced with a difficult decision that requires you to make a tradeoff. You can use the triple constraint PM decision making framework to help you weigh your options and determine the best path forward for the project, while still staying realistic and keeping your goals in mind. This framework can be a helpful tool for all types of project management decisions, especially when you have to deal with stakeholders who are not always easy to work with. Here are a few tips for making difficult project management decisions with the triple constraint model in mind.
If you find yourself in a position of authority in your organization, you will soon find that some project management decisions are difficult to make. Fortunately, there are some steps that you can take to improve your decision making skills and keep the project on track or risks under control.
One of the most effective decision making techniques is to quantify the pros and cons of each option. This simple process can help you quickly make an objective choice and get on with the job.
But sometimes you need more that just a checklist. Some pros can become cons in the long term. eg. a quick software fix to please a customer can have long term ramifications.
1. Triple Constraint PM Decision Making Framework
Making difficult project management decisions requires you to be able to recognize competing demands. This helps you make adjustments to keep the project scope, time, and cost in balance.
Using the triple constraint theory is an effective way to make these adjustments and ensure that goals remain realistic and achievable. When you make a change to one of the three constraints, it will impact the other two.
The triple constraint model is useful when negotiating with stakeholders about changes in costs, time, and scope. It allows you to offer them options for increasing Scope in exchange for more Time and Cost, or delivering sooner (less Time) in exchange for a decrease in Scope and increased Cost.
Since RISK affects all three of those options, you may need to make pro/con lists for each of the three scenarios.
Finally, also, compare the values, principles and moral arguments supporting each option. That will expose potential BIASES.
2. Identify the Decision
Are you asking the RIGHT question? When it comes to making difficult project management decisions, there are a few key factors that should be taken into consideration. These include the decision’s impact on scope, quality, staffing (you don’t want key staff to quit) and buy-in/adoptability.
Identifying the decision is a critical step because it ensures that you and your team have as much of the information you need to make an informed choice. You’ll never have ALL the info you think you need. “You can only make the best decision you can with the facts you have at that moment”.
Sometimes you can have the luxury of waiting, and putting off a critical decision, but that is RARE.
Gathering all relevant and appropriate information, pulling in subject matter experts and / or stakeholders as needed.
After you’ve gathered all the information and discussed options, it is time to evaluate them and select one. You can do this by reviewing available information, potential paths forward, and pros / cons of each option to determine which is the preferred option based on agreed criteria.
3. Gather Information
Making difficult project management decisions can be a daunting task. Often, the right decision can make or break a project.
In order to make the right decision, project managers must gather all relevant information. This can include a mix of data from the project team, other stakeholders, and outside sources such as competitors or market research.
Usually, the best way to collect this information is by using a process such as SIPOC diagrams and problem trees or brainstorming with a group of subject matter experts. Taking the time to do so will lead to a better outcome. Waiting to make a decision costs time and money. Software architects can cost $200/hr. Experienced PM’s even more from a consulting firm. So the PM is going to push to get a decision quickly.
You can control the risk of delays by being clear about key decision points in the project. Contingency time may need to be built into the schedule to allow time for key executives to all coordinate their schedules to meet. As well, if you have a team of stakeholders, at the start of the project make sure they assign someone as the FINAL decision maker, who is senior enough to have the power of VETO.
The next time you have a decision to make, you’ll know what the appropriate steps are to reach a successful outcome.
4. Evaluate and Select Options
How are your conflict and negotiation skills? How you manage all the stakeholders at the decision meeting, before and after will matter greatly. Things can get VERY heated when money is on the line. (and egos).
BUT: You need a decision. Now. or x y and z impacts will happen. Some people may try to derail the conversation by bringing up new ideas or asking for more time. Be prepared for that, and speak to the ground rules of the meeting at the start so you can deal with it appropriately. Stay calm 🙂
5. Take Action
Your project or initiative isn’t achieving its milestones, then it’s time to evaluate what’s going on. Evaluations can help you determine whether you’re getting the results you want, identify weaknesses and strengths in your organization or initiative, and suggest new processes or controls.
You’ve discussed everything, gotten buy-in, and gotten a decision from the group. Now take action, and report back the impact as soon as you can to help reassure everyone. (or meet again, and discuss a new difficult decision).
As a project manager, it’s important to know how to manage the budget, schedule and scope of your projects. With these tips in mind, you can make sure your project stays on track and achieves your objectives.