As I mentioned in my last article, project management has become a critical skill for efficiently and effectively aligning valuable resources to achieve an organization’s important operational, strategic and sales projects. In this article, I’d like to address something that all three of these categories of projects have in common. They are all constrained by three elements – Time, Cost and Requirements.
In any organization, work can be broken down into two categories – operations and projects. Operations are the organization’s on-going, repetitive activities, such as manufacturing, staffing or accounting. These activities are primarily focused on keeping things running. On the other hand, project work is temporary in nature, having defined start and end dates; project work produces unique outputs. Though both categories of work have some things in common (people, resources, goals), they require different sets of skills and tools.
In my last article, I wrote about two of the common traps decision makers can fall into. In this article, I’d like to share two key questions that must be addressed when making a decision – who should make the decision and who should be in involved in the decision. The answer to the first question is pretty straightforward – generally it’s the individual who is in charge. But the decision maker has some options when it comes to the second question. Let’s explore them.
Stripped down to its essentials, business is about one thing: making decisions. Therefore, decision making is an important skill of leaders in all levels of an organization. It’s also one of the toughest and riskiest skills. It is a skill that can be sidetracked by a number of psychological traps that can undermine decisions. These traps can even cause great leaders to make bad decisions at times. Sometimes the cause is bad luck or poor timing, but more often than not bad decisions are the result of biases that as humans we bring into our decision making processes.
Fifteen years ago twenty-five percent of major business change initiatives impacted less than fifty people and cost less than $100,000. Today, that same twenty-five percent impacts more than 5,000 people and costs more than $10M. This is a one hundred times increase in fifteen years! This growth has been driven by globalization and an increase in technology projects. That means projects have become one hundred times riskier.