Decision making skills - Revision history

Manolis: /* Decision-making methods and approaches */

2017-10-02T19:40:36Z

Decision-making methods and approaches

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	==Decision-making methods and approaches==		==Decision-making methods and approaches==
	[[File:dmp.png\|350px\|thumb\|right\|Griffin's process for decision-making<ref name="Process"Rafiq Elmansy. The Decision-Making Process Designers Should Use Daily. ''http://www.designorate.com/decision-making-process/'' ></ref>]]		[[File:dmp.png\|350px\|thumb\|right\|Griffin's process for decision-making<ref name="Process">Rafiq Elmansy. The Decision-Making Process Designers Should Use Daily. ''http://www.designorate.com/decision-making-process/''. </ref>]]
	In order to structure and simplify the decision-making, there have been developed processes to recognize and define the nature of a decision situation, identify the alternatives and put one of them into practice. Therefore an effective decision would optimize the factors of time, scope, budget and quality of a project.		In order to structure and simplify the decision-making, there have been developed processes to recognize and define the nature of a decision situation, identify the alternatives and put one of them into practice. Therefore an effective decision would optimize the factors of time, scope, budget and quality of a project.

Manolis: /* Decision-making methods and approaches */

2017-10-02T19:39:41Z

Decision-making methods and approaches

← Older revision		Revision as of 19:39, 2 October 2017
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	==Decision-making methods and approaches==		==Decision-making methods and approaches==
	[[File:dmp.png\|350px\|thumb\|right\|Griffin's process for decision-making]]		[[File:dmp.png\|350px\|thumb\|right\|Griffin's process for decision-making<ref name="Process"Rafiq Elmansy. The Decision-Making Process Designers Should Use Daily. ''http://www.designorate.com/decision-making-process/'' ></ref>]]
	In order to structure and simplify the decision-making, there have been developed processes to recognize and define the nature of a decision situation, identify the alternatives and put one of them into practice. Therefore an effective decision would optimize the factors of time, scope, budget and quality of a project.		In order to structure and simplify the decision-making, there have been developed processes to recognize and define the nature of a decision situation, identify the alternatives and put one of them into practice. Therefore an effective decision would optimize the factors of time, scope, budget and quality of a project.

Manolis: /* Inevitable issues in reality */

2017-10-02T19:37:09Z

Inevitable issues in reality

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	*'''Vested interest:''' If any of the decision makers has an incentive to reach one particular result, a fair decision-making process could be compromised.		*'''Vested interest:''' If any of the decision makers has an incentive to reach one particular result, a fair decision-making process could be compromised.
	*'''Resistance to change:''' People are often attached to a specific way of doing business - particularly those in the management team - and for some the prospect of change can be difficult.		*'''Resistance to change:''' People are often attached to a specific way of doing business - particularly those in the management team - and for some the prospect of change can be difficult.
	*'''No attachment:''' On the other hand, some decisions cannot be made because the decision-maker is comfortable with any decision. In this instance, a structured decision-making process can be beneficial.		*'''No attachment:''' On the other hand, some decisions cannot be made because the decision-maker is comfortable with any decision. In this instance, a structured decision-making process can be beneficial.<ref name="Poor Decision Making"></ref>

	==Decision-making in real cases==		==Decision-making in real cases==

Manolis: /* Inevitable issues in reality */

2017-10-02T19:23:13Z

Inevitable issues in reality

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	====Inevitable issues in reality====		====Inevitable issues in reality====

	Nevertheless, in conclusion, no matter how many structured methods and processes have been developed to perform successful decision-making, there is a number of factors that can negatively impact the process. In these cases the classical model can still be useful but it needs to be adjusted to fit each case. These factors come from different directions and it is not always easy to avoid them due to the circumstances.		Nevertheless, in conclusion, no matter how many structured methods and processes have been developed to perform successful decision-making, there is a number of factors that can negatively impact the process. In these cases the classical model can still be useful but it needs to be adjusted to fit each case. These factors come from different directions and it is not always easy to avoid them due to the circumstances.<ref name="Poor Decision Making">WikiJob. Decision making, ''Which Factors Can Lead to Poor Decision Making?''. https://www.wikijob.co.uk/content/interview-advice/competencies/decision-making</ref>

	*'''Inadequate information:''' If there is not sufficient information, decisions can be made without considering all the facts. The project manager needs to take time to collect the necessary data even if there is a particularly short timescale.		*'''Inadequate information:''' If there is not sufficient information, decisions can be made without considering all the facts. The project manager needs to take time to collect the necessary data even if there is a particularly short timescale.

Manolis: /* Facts about the Classical Model */

2017-10-02T19:18:42Z

Facts about the Classical Model

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	====Facts about the Classical Model====		====Facts about the Classical Model====

	However, there is virtually no support in real-life management studies for the utility of the rational model. There are a lot of assumptions that must be made in practice and in reality the circumstances are never ideal. Therefore there are some limitations that come along with the process and it would be more than optimistic to consider that the factors of the below list always are true:		However, there is virtually no support in real-life management studies for the utility of the rational model. There are a lot of assumptions that must be made in practice and in reality the circumstances are never ideal. Therefore there are some limitations that come along with the process and it would be more than optimistic to consider that the factors of the below list always are true:<ref name="Limitations">Parth, F. R. (2013). Critical decision-making skills for project managers. Paper presented at PMI® Global Congress 2013—EMEA, Istanbul, Turkey. Newtown Square, PA: Project Management Institute.</ref>

	a) The problem is clear and unambiguous		a) The problem is clear and unambiguous

Manolis: /* When project managers should involve others */

2017-10-02T19:18:12Z

When project managers should involve others

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	Acceptance is defined here as positive, or at least neutral, feelings about the decision and active commitment to the decision. Will such acceptance by others be needed to implement the decision?		Acceptance is defined here as positive, or at least neutral, feelings about the decision and active commitment to the decision. Will such acceptance by others be needed to implement the decision?

	When compliance of others is all that is needed, then the answer to the acceptance question is “no.” Examples of this are requiring hard hats and safety glasses in a particular work area, deciding what is confidential information, or requiring legal department review of a contract before it is issued. If, on the other hand, you would need others judgment, creativity, or initiative to implement the decision, the answer would be ~~“yes~~.”<ref name="Decision making for project managers"></ref>		When compliance of others is all that is needed, then the answer to the acceptance question is “no.” Examples of this are requiring hard hats and safety glasses in a particular work area, deciding what is confidential information, or requiring legal department review of a contract before it is issued. If, on the other hand, you would need others judgment, creativity, or initiative to implement the decision, the answer would be “yes”.<ref name="Decision making for project managers"></ref>

	====What makes a decision of high-importance and complex====		====What makes a decision of high-importance and complex====

Manolis: /* Skills that the decision-maker needs to be equipped with */

2017-10-02T19:16:48Z

Skills that the decision-maker needs to be equipped with

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	==Skills that the decision-maker needs to be equipped with==		==Skills that the decision-maker needs to be equipped with==
	Since it has been clarified what decision-making is, what types of decisions are usually met in projects and how complicated they can be, it should be analyzed what kind of skills and qualifications a project manager or generally a decision-maker needs to fulfill in order to be able to make effective decisions.		Since it has been clarified what decision-making is, what types of decisions are usually met in projects and how complicated they can be, it should be analyzed what kind of skills and qualifications a project manager or generally a decision-maker needs to fulfill in order to be able to make effective decisions.<ref name="Skills"></ref>

	====The ability to gather and select information====		====The ability to gather and select information====
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	====The ability to evaluate the final plan====		====The ability to evaluate the final plan====

	Before the project manager starts to put into effect their decision, they take a final look at it. This process plays a key role to improve the decision-making skills. The ability to review and evaluate the plan will allow to see common errors and missed opportunities. Sometimes, due to various reasons, the decision-maker is prone to miss obvious points and giving it to a third party for review could be a way to address this.		Before the project manager starts to put into effect their decision, they take a final look at it. This process plays a key role to improve the decision-making skills. The ability to review and evaluate the plan will allow to see common errors and missed opportunities. Sometimes, due to various reasons, the decision-maker is prone to miss obvious points and giving it to a third party for review could be a way to address this.<ref name="Skills">Marin Valchev. Decision Making Skills: List, Tools & Definition. http://www.businessphrases.net/decision-making-skills/</ref>

	<ref name="Skills">Marin Valchev. Decision Making Skills: List, Tools & Definition. http://www.businessphrases.net/decision-making-skills/</ref>


	~~// http://www.businessphrases.net/decision-making-skills/~~

	==Limitations==		==Limitations==

Manolis: /* Skills that the decision-maker needs to be equipped with */

2017-10-02T19:16:06Z

Skills that the decision-maker needs to be equipped with

← Older revision		Revision as of 19:16, 2 October 2017
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	Before the project manager starts to put into effect their decision, they take a final look at it. This process plays a key role to improve the decision-making skills. The ability to review and evaluate the plan will allow to see common errors and missed opportunities. Sometimes, due to various reasons, the decision-maker is prone to miss obvious points and giving it to a third party for review could be a way to address this.		Before the project manager starts to put into effect their decision, they take a final look at it. This process plays a key role to improve the decision-making skills. The ability to review and evaluate the plan will allow to see common errors and missed opportunities. Sometimes, due to various reasons, the decision-maker is prone to miss obvious points and giving it to a third party for review could be a way to address this.

			<ref name="Skills">Marin Valchev. Decision Making Skills: List, Tools & Definition. http://www.businessphrases.net/decision-making-skills/</ref>


	// http://www.businessphrases.net/decision-making-skills/		// http://www.businessphrases.net/decision-making-skills/

Manolis: /* Comparison between project and program decision-making */

2017-10-02T19:13:43Z

Comparison between project and program decision-making

← Older revision		Revision as of 19:13, 2 October 2017
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	====Comparison between project and program decision-making====		====Comparison between project and program decision-making====

	Decision-making processes for projects and programs differ significantly in the timing, pacing, and number of major decisions, as well as the nature of the decision-making processes employed. Most large or important project decisions are bound by the project's basic assumptions, and project managers tend to have a preference for deductive mental processes when making decisions. The occurrence of large or important program decisions seems to persist throughout the program life cycle because they are prompted by setting the assumptions for each project when these programs kick off. Because the program delivers benefits, which cannot be as clearly defined as products or services, its environment is not as clearly defined or bound by set basic assumptions; hence, inductive reasoning seems more suited to meeting the decision-making needs of program managers.		Decision-making processes for projects and programs differ significantly in the timing, pacing, and number of major decisions, as well as the nature of the decision-making processes employed. Most large or important project decisions are bound by the project's basic assumptions, and project managers tend to have a preference for deductive mental processes when making decisions. The occurrence of large or important program decisions seems to persist throughout the program life cycle because they are prompted by setting the assumptions for each project when these programs kick off. Because the program delivers benefits, which cannot be as clearly defined as products or services, its environment is not as clearly defined or bound by set basic assumptions; hence, inductive reasoning seems more suited to meeting the decision-making needs of program managers.<ref name="Comparison">Deguire, M. (2010). When it comes to decision making, are projects different from programs? Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
	<ref name="Comparison">Deguire, M. (2010). When it comes to decision making, are projects different from programs? Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>

	==Skills that the decision-maker needs to be equipped with==		==Skills that the decision-maker needs to be equipped with==

Manolis: /* Comparison between project and program decision-making */

2017-10-02T19:13:11Z

Comparison between project and program decision-making

← Older revision		Revision as of 19:13, 2 October 2017
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	Decision-making processes for projects and programs differ significantly in the timing, pacing, and number of major decisions, as well as the nature of the decision-making processes employed. Most large or important project decisions are bound by the project's basic assumptions, and project managers tend to have a preference for deductive mental processes when making decisions. The occurrence of large or important program decisions seems to persist throughout the program life cycle because they are prompted by setting the assumptions for each project when these programs kick off. Because the program delivers benefits, which cannot be as clearly defined as products or services, its environment is not as clearly defined or bound by set basic assumptions; hence, inductive reasoning seems more suited to meeting the decision-making needs of program managers.		Decision-making processes for projects and programs differ significantly in the timing, pacing, and number of major decisions, as well as the nature of the decision-making processes employed. Most large or important project decisions are bound by the project's basic assumptions, and project managers tend to have a preference for deductive mental processes when making decisions. The occurrence of large or important program decisions seems to persist throughout the program life cycle because they are prompted by setting the assumptions for each project when these programs kick off. Because the program delivers benefits, which cannot be as clearly defined as products or services, its environment is not as clearly defined or bound by set basic assumptions; hence, inductive reasoning seems more suited to meeting the decision-making needs of program managers.
	~~//https://www~~.~~pmi~~.~~org/learning/library/~~decision-making-projects-different-programs~~-6499~~		<ref name="Comparison">Deguire, M. (2010). When it comes to decision making, are projects different from programs? Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>

	==Skills that the decision-maker needs to be equipped with==		==Skills that the decision-maker needs to be equipped with==