In the age of speed, making decisions quickly is critical to project success. This presentation considers the decision making process, decision making styles, and how to focus and tailor discussions to arrive at meaningful decisions quickly.
DECISION MAKING
Individual decision making
Decision –making is the “selection of a course of action from among alternatives; it is the core of planning.” - Koontz and Weihrich
Decision-making means selecting a course of action out of alternative courses to solve a problem. Decisions may be major or minor, strategic or operational, long-term or short-term. They are made for each functional area at each level. The importance of decisions, however, varies at each level.
Decision making is a modest attempt to match environmental opportunities with organisation’s strengths. It is based on forecasts and assumptions about environmental factors.
FEATURES OF DECISION MAKING
Identify the Problem
Diagnose the Problem
Establish Objectives
Collect Information
Generate Alternatives
Evaluate Alternatives
Select the Alternatives
Implement the Alternative
Monitor the Implementation
TYPES OF DECISIONS
TECHNIQUES OF DECISION MAKING
Linear programming
Simulation
Probability theory
Decision tree
Queuing theory
Gaming theory
Network theory
Modern techniques for making programmed decisions:
Creative Techniques
i. Brainstorming
ii. Nominal Group Technique
This presentation includes the various aspects of decision making , a short view of rational model of decision making and bounded rationality model by Herbert Simon.
DECISION MAKING
Individual decision making
Decision –making is the “selection of a course of action from among alternatives; it is the core of planning.” - Koontz and Weihrich
Decision-making means selecting a course of action out of alternative courses to solve a problem. Decisions may be major or minor, strategic or operational, long-term or short-term. They are made for each functional area at each level. The importance of decisions, however, varies at each level.
Decision making is a modest attempt to match environmental opportunities with organisation’s strengths. It is based on forecasts and assumptions about environmental factors.
FEATURES OF DECISION MAKING
Identify the Problem
Diagnose the Problem
Establish Objectives
Collect Information
Generate Alternatives
Evaluate Alternatives
Select the Alternatives
Implement the Alternative
Monitor the Implementation
TYPES OF DECISIONS
TECHNIQUES OF DECISION MAKING
Linear programming
Simulation
Probability theory
Decision tree
Queuing theory
Gaming theory
Network theory
Modern techniques for making programmed decisions:
Creative Techniques
i. Brainstorming
ii. Nominal Group Technique
This presentation includes the various aspects of decision making , a short view of rational model of decision making and bounded rationality model by Herbert Simon.
Fit for Purpose: Developing Business Cases for New Services in Research Libr...Mike Furlough
These are slides presented on the Fit for Purpose project at the 2012 DLF Forum. See http://mediacommons.futureofthebook.org/mcpress/businesscases/ for more information.
A recent concept borrowed from Lean thinking is that of the “last responsible moment” for a decision to be made. The idea is a simple one, in that having more information should result in a better decision. However, these moments often seem to loom up earlier than we would like them to. In this session, Eoin will review the idea of the last responsible moment and how that point is identified. We will then identify some design tactics we can use to defer the last responsible moment, illustrating each with some practical examples.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
Slides from the session I ran for APM PMO SIG at MMU business school on 12 Dec. (Most of the session was taken up with the simulation, but these slides cover some of the lessons you might learn as a project reviewer.)
The Unfortunate Triumph of Process over PurposeTechWell
As a test manager, James Christie experienced two divergent views of a single project. The official version claimed that planning and documentation were excellent, with problems discovered during test execution being managed effectively. In fact, the project had no useful plans, so testers improvised test execution. Creating standardized documentation took priority over preparing for the specific problems testers would actually face during testing. The required documentation standards didn't assist testing; they actually hindered by distracting from relevant, detailed preparation. It was a triumph of process over purpose. James shows that this is a problem that testing shares with other complex disciplines. Devotion to processes and standards inhibits creativity and innovation. They provide a comfort blanket and a smokescreen of “professionalism” where following the ritual becomes more important than accomplishing the goals. Unless we address this issue, organizations will question whether testers really add value. Testers must respond by challenging unhelpful processes and the culture that encourages them. Purpose must come before process!
Project Culture is actually living many processess on daily basis to complete a project in the time within cost. This was my training ppt for my team in my company.
Change happens. In today’s global world, change happens faster and more frequently than ever and consequently that means projects experience constant change.
While rapid response and flexibility are critical to competitive response, stakeholders making that change do not always move at the same speed. Understanding the change process from a behavioral perspective we and others experience will ease the facilitation of that change.
It’s a challenge for some people to find good business reasons for paying attention to emotions, but emotions are a key piece of data in a collection of information that can make or break your project.
Managing projects effectively doesn’t start with getting stakeholder buy-in. It starts with you. Before you can assess and tune into the emotions of others on your project, you must be aware and tuned into your own emotions first. We’ll take a look at how you can leverage your emotions and the emotions of others to successfully deliver projects.
The desire to have “Improved communication skills” emerges repeatedly on surveys and research as an ability critical to project success, and yet we all continue to feel challenged by it! Tons of published research and books provide great resource, but often leave us still struggling for how to effectively communicate.
This webinar will consider what gets in the way of effective communication and provide tips and techniques for project communication that works.
When it comes to projects, sometimes we have to get out of our own way. Find out how to recognize your assets and liabilities so you can leverage what you do well and keep your motivation and energy up throughout the project.
Getting the right people involved at the right time on your projects comes down to defining what you need, who can support it, and when you need them. Sounds easy but it’s not when you consider project stakeholder schedules and competing projects. Get some tips for how to get what you need when you need it.
Project managers are constantly juggling schedules, cost, and resources. Because of the rapid, evolving nature of projects today, people will come and go on projects. This webinar will consider how to respond to resource shifts and mitigate the impact of changing roles and people.
In this go-go digital age, it seems anxiety about all kinds of things - time, delivery, involvement - is rampant. There are times in projects when a little anxiety can be helpful, but there are also times when it can be harmful. Get some tips for knowing when to leverage it to motivate others and recognizing when it’s counterproductive.
Branding projects: Creating identity & ownership your team can get behindAlison Sigmon, M.Ed., PMP
Branding does not rest solely with a company. Brand offers unique value that people can get excited about and get behind. A project with a branded identity creates clarity and ownership among stakeholders. Get some tips for creating a compelling project brand that will rally teams for even the less popular projects.
Putting a project plan in place & working it is more than documentation, tracking, and reporting. It takes savvy interpersonal skills to get stakeholders on board and owning the result. This slideshow considers how a PM can use positive politics to do just that.
In the age of speed, we have to get things done faster and better than ever before. This presentation considers how social media can be used to manage projects so project teams can keep pace.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
2. Zero to the speed of light in less than four years…
Joining the 21st century
Unless you’ve been living under a
rock for the last few years, chances
are you’ve got some inkling that
technology & the Internet have grown
up.
Technology helps us get things
done
There’s nothing new about biz
wanting it done bigger, better, faster,
but with 24/7 connectivity faster just
took on lightening speed.
2
3. What’s the potential for bigger, better, faster?
The Upside
Faster communications,
Quicker results
The Rub
Increased opportunity for
things to go south on your
projects just as quickly
particularly when it comes
to making decisions
The challenge is to
http://www.redbubble.com/people/dmoilanen/art/3260188-speed-of-light
make effective decisions
in age of speed…
3
4. So what’s on tap for our time together today…
Focus first, decisions follow:
Project process & decision-making
Types of decisions
Level of decisions
Decision making process
Style matters
Tips
Closing thoughts
4
6. Things to consider before diving into decision making
Before meaningful decisions
can be made on a project,
the project framework
must be established.
This is the best way to
ensure decision makers
have enough information to
make the necessary
throughout the project
lifecycle.
6
7. Parse the project process first
Start with defining the Project Strategy
• Understand WHY it got the green light
• Commit to WHO is involved
• Clarify WHAT the project must
accomplish
• Map out WHEN things will happen
• Align on WHERE the work will get done
Then…
Figure out the Creative Strategy
• HOW the project objectives &
deliverables will be accomplished
• Best fit solutions
7
8. Sorting through decision needs
Once the project
groundwork is laid, the
REAL fun begins!
http://www.flickr.com/photos/residae/2800735073/
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9. Incoming!!! Decisions don’t have to take you out
Testing
Priorities Decisions never end in projects
Status Decision-making starts with the
Change es approval of a project & doesn’t end
Reques ts ston
Mile until close-out
Persona
lities The challenge is figuring out who
Workflow Schedule needs to decide what, how much info
they need to make the decision, and
when the decision needs to be made
Start with understanding what kind
of decision it is…
http://casablancapa.blogspot.com/2010_05_01_archive.html
9
11. Two types of decisions
Programmed
Familiar
Rules can be reused
Routine, inventory-like
Operational in nature
Past decisions guide current decisions
Low risk
Non-programmed
Unique
Poorly defined & unstructured
Not routine
High organizational impact
Less rules, guidelines
High risk and errors possible
http://absentmindedoracle.blogspot.com/2010/11/things-on-my-mind-tuesday.html
11
12. Rational decision making approach
Objective
Most common
Logical, sequential
models – tons available &
constantly used
Options generated
Pros/cons weighed
Testing
http://www.memonic.com/user/2ni/folder/scrum
12
13. Intuitive decision making approach
Subjective
No obvious reason or logic
Focus on experience &
inner knowledge
Feeling/sensing based
Challenging to defend
Supplement with tools,
evidence, & best practice
http://78notes.blogspot.com/2011/06/intuition-needs-your-input.html
13
14. Recognition primed decision making approach
Combination of rational &
intuitive models
Identified by Gary Klein
through studying human
decision making
Believes we make 90-95%
decisions through pattern
recognition
Watch cues, gather evidence,
mental rehearsal, try/test
More experience we have,
better choices made
http://lindabiggane.blogspot.com/2010/10/nature-with-hidden-patterns.html
14
16. Not all decisions are equally
Level of decision in question
Complex or simple?
Complex decisions have high risk to
the project, organization, people, etc &
can impact time, cost, and scope
Important or routine?
Routine is more administrative in
nature and considers timing of the
decision
Strategic or operational?
Strategic decisions typically have
cross functional involvement and may
http://blog.iqmatrix.com/mind-map/becoming-an-outstanding-critical-thinker-mind-map
bump into other projects
16
18. One step at a time (but not always in a row)
McMahon identified seven basic steps to
move through the decision making process
with a team
Step 1: Outline your goal to focus the
decision
Step 2: Pull your data together to help
identify the most best possible solution
Step 3: Brainstorm options
Step 4: List pros and cons of each option
Step 5: Make the decision
Step 6: Take action
Step 7: Learn from the process
Alison’s extra…
Step 8: Be iterative. Sometimes it doesn’t
http://simplemom.net/financial-baby-steps-save-and-invest/
happen with just ONE pass.
18
19. Watch out for the potholes of the mind
http://www.talesofpublictransit.com/?tag=potholes
Influencers that can skew objective decision making
Personal bias
Wishful thinking
Group think or peer pressure
Inertia – not willing to change past approach or thinking pattern even
when faced with new circumstances and new information
Source credibility – bias against the person, organization, or group to
which the person belongs
Wishful thinking – the need to see things in a positive light
19
20. Lurking indecisiveness
The power of organizational culture in indecision
Worry over performance Message: Could lose my job.
Reality: Only as good as your last gig.
Organizational dissonance Message: We value teamwork!
Reality: Just do what we want.
Risk Message: Take risks.
Reality: You get one shot.
Autonomy & authority Message: Make decisions.
Reality: Constantly overruled.
Too many choices Message: Be creative.
Reality: Get it done now.
20
21. Own the decision
What’s a PM to do?
Take the bull by
the horns and…
Take Charge!
http://mychinaconnection.com/english-idiom/take-the-bull-by-the-horns-a-way-to-solve-a-problem/
21
22. Go for it – make the jump
Whatever the decision need
is don’t just sit there.
Assess
Organize
Consult with others
Pick your decision maker
Consider your pitch
http://www.travelodestination.com/cliff-diving-useful-tips-and-locations/
22
23. Pick the right decision-maker
Determine who is the best
person to make the decision
based on the type and
impact of it.
You want someone who is
careful, considerate, and
has the authority to act.
23
24. Consider and plan for delivery
Be objective
Draw pictures
Be timely, factual, & clear http://papershine.com/archives/2006/
Understand that not all delivery should be
considered equal…let’s take a look.
24
26. Consider your delivery method & recommendations
From Gary A. Williams and Robert B.
Miller’s article titled “Change the Way You
Persuade” in the Harvard Business
Review, May 2002:
We have a tendency to focus on the
content of the message and far less time
on how the message is delivered.
The focus should be on how to present
the message effectively.
Tailor the message to that person’s
decision-making style will go a long way
to getting a decision quickly.
26
27. People’s behavior makes sense to them.
Variety – it takes all types…
Assess the receiver preferences
first.
Consider the following:
What drives or influences them
Context & info they need
Timing & time needed
Medium/materials
http://www.shutterstock.com/
27
28. Decision-making style: Followers
36% of decision-makers
Make decisions based on how other
trusted decisions-makers or they
themselves have made similar
decisions in the past.
Responsible, cautious, and bargain
conscious. Usually risk-averse.
Focus on proven methods and
testimonials.
Need to see that it’s been somehow
done before.
28
29. Decision-making style: Charismatic
25% of decision-makers
Tends to be exuberant about a new idea
or proposal. Final decision is based on
balanced information, not just emotions.
Captivating, enthusiastic, dominant, and
talkative. Seeks out risk.
Use simple, straightforward arguments
and visual aids.
Resist the temptation to jump on this
style’s bandwagon of initial excitement.
29
30. Decision-making style: Skeptics
19% of decision-makers
Highly suspicious of data that don’t fit with
or challenges their worldview.
Make decisions based on their gut feelings.
Combative style and usually described as
take-charge individuals.
Demanding, disruptive, rebellious
Establish as much credibility and clout as
possible with this person. Get support from
someone whom this decision-maker trusts
before pitching the idea.
30
31. Decision-making style: Thinkers
11% of decision-makers
Impressed with data. Can exhibit
contradictory points of view within a
single meeting.
Need to cautiously work through all
options before making a decision.
Can be the toughest to persuade and
is risk averse.
Logical and academic.
Have lots of data available. They
need as much info as possible to
make a decision.
31
32. Decision-making style: Controllers
9% of decision-makers
Hate ambiguity.
Focus on the pure facts and
analytics of a decision because of
their own fears and uncertainties.
Tend to be logical, unemotional,
detail oriented, and analytical.
Risk averse.
Don’t be too aggressive. Present the
facts and details and leave it to the
decision maker to work through.
32
33. Determining best fit
Despite style differences people tend to use a
one-size-fits-all approach when trying
get decisions made by stakeholders.
Most folks tailor the message toward Thinkers
and Controllers, which make up the smallest
population of the five styles.
33
34. Tips for moving the decision process along
Be factual & timely
Be thoughtful
Separate the people from
the problem
Be clear about
…what you need to share
…when you need to share it
…how you want to share it
…the best way to share it
http://www.wired.com/magazine/2010/06/st_cheatscience_badnews/
34
35. In conclusion
Focus first, decisions follow: Project process & decision-making
Types of decisions
Level of decisions
Decision making process
Style matters
Tips
Closing thoughts
Questions???
35