The document discusses decision making in projects and how to make better decisions. It introduces Crew Resource Management (CRM) and Team Resource Integration Management (TRIM) as techniques. TRIM involves talking with the team, respecting each other, initiating action, and monitoring results. The document provides a checklist for project teams to use when making decisions, considering what needs to be decided, options, and involvement of the project manager and team.

1. NASA PM CHALLENGE EXPLORE AND INSPIRE Feb 9-10 2011 Long Beach, California Jerry Mulenburg NASA Ames Research Center (Retired) THE IMPORTANCE OF DECISION MAKING IN PROJECTS

3. THE IMPORTANCE OF DECISION MAKING IN PROJECTS Uncertainty - definition - risk of decision making (probability x impact) - urgency Complexity - size - novelty - technology Ambiguity - multiple pathways - many choices People - personality - temperament - commitment

4. THE IMPORTANCE OF DECISION MAKING IN PROJECTS - Simple problems require reasoning - Novel problems also require reasoning - Difficult problems require more than reasoning and rarely have easy solutions Good decisions come from short thoughts based on long experience

5. Research about how NASA project managers make decisions Conscious vs unconscious subconscious Head = logic Heart = emotion Gut = feeling HOW WE MAKE DECISIONS

6. HOW WE MAKE DECISIONS Conscious vs Unconscious Subconscious Head = logic (thinking about thinking) Rational thinking Inductive Deductive Thinking too much – over thinking about what you’re thinking Heart - emotions Gut – feelings

7. HOW WE MAKE DECISIONS Conscious vs unconscious subconscious Head = logic Heart = emotion - Window into the subconscious - Losses are more important than gains - immediate gains overcome later, but greater, rewards - Think about what you’re feeling - People who act rationally don’t have less emotion, they just regulate it better - Mgmt may be so fearful of loss that they “over constrain” projects at the beginning Gut – feeling

8. HOW WE MAKE DECISIONS Conscious vs unconscious subconscious Head – logic Heart – emotion Gut – feeling - feelings can be an accurate “shortcut” - thinking requires feeling - intuition

9. MAKING BETTER DECISIONS We are unaware of how we make decisions, so how can we make better decisions? Bad News - Being strictly rational can lead to bad decisions Good News - Humans are not rational So, how can we make better decisions? CRM TRIM

10. CRM (Crew Resource Management) What? A Crew Management System making optimum use of all resources Why? Focus on human error situations to improve safety When? In technical and situational complexity for the human decision-maker Who? Anyone involved in situations with potentially disastrous outcomes How? Provide increased situational awareness leading to better decisions

11. CRM – Crew Resource Management What ? A technique to avoid , trap , and/or mitigate the consequences of errors resulting from poor decisions MAKING BETTER DECISIONS WITH CRM Why ? Developed by NASA to aid flight crews in decision making to improve air safety How ? Improve relationships within aircrews about what best to do in critical situations - Training, practice, guidance - Crew interaction Recognizing that a problem exists Defining what the problem is Identifying probable solutions Taking appropriate action to implement a solution

12. Used throughout the airline industry and DoD with great results QUESTION: Does CRM have relevance for project management decision making? MAKING BETTER DECISIONS WITH CRM

13. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT TRIM – Team Resource Integration Management T alk to each other R espect each other I nitiate action M onitor results

14. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT TRIM – Team Resource Integration Management What ? Based on team relationships - Talking “with” not “to” each other - Respecting each other (tolerance, personality, temperament) - Understanding the effects of personal bias - certainty - preconception - knowns and unknowns - risk tolerance How ? Through clear definition & understanding of the problem - using information availability & accuracy - applying knowledge (explicit) & experience (tacit)

15. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT TRIM – Team Resource Integration Management Method ? Create positive relationships Trust developed through honesty & integrity Develop an approach Identify a communication process (few rules) Talk with each other Respect each other Initiate action Monitor results Commitment to the decision (versus contribution)

16. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT What needs to be decided? - Symptom vs problem Why does it need to be decided? - Project needs How sensitive is it? - Organization & project impact How urgent is it? - Timing impact/importance Who’s decision is it? - Most knowledgeable/qualified Options available - Decide - Delay - Ignore TRIM – Team Resource Integration Management

17. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT What needs to be decided? Clearly identify the problem and probable root causes TRIM – Team Resource Integration Management Problem Major probable causes Probable contributing causes

18. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT Why does it need to be decided? Project need / Importance - Normal - Strong - Critical TRIM – Team Resource Integration Management How sensitive is it? Organizational impact - Routine - Challenging - Critical How urgent is it? Timing impact/importance - Routine - Soon - Immediate

19. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT TRIM – Team Resource Integration Management U I S C IMPORTANCE Sensitivity Urgency Complexity Routine Challenging Critical Normal Strong Critical Well understood Medium Highly Soon Immediate

20. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT Who’s decision is it? Most knowledgeable/qualified to make it Within the project: Project Manager Team members - Ex p ertise - Knowledge - Experience TRIM – Team Resource Integration Management What options are available? Decide - Problem & solution finding (options) - Impact analysis (on project) - Implementation scenario (pilot, partial, whole) Delay - Gather information - Wait for further development Ignore

21. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT TRIM – Team Resource Integration Management SUMMARY & CONCLUSIONS

22. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT TRIM – Team Resource Integration Management Decision Making Checklist for Project Teams What needs to be decided? Symptom vs problem Why does it need to be decided? Project need How sensitive is it? Impact to project & organization How urgent is it? Timing impact/importance Who’s decision is it? Most knowledgeable/qualified Options available? Decide, delay, ignore

23. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT TRIM – Team Resource Integration Management Decisions are affected by: Relationships and personal bias - trust - honesty & integrity - preconceptions - certainty - knowns and unknowns - risk tolerance Understanding of the problem - available information & accuracy - knowledge & experience Involvement and commitment of - Project manager - Project team - Others

24. MAKING BETTER DECISIONS IN PROJECT MANAGEMENT TRIM – Team Resource Integration Management Training Requirements for TRIM - Communication - Human characteristics personality temperament bias - Teamwork - Situational awareness - Problem finding & solving - Decision making

25. TRIM What? A team management system making optimum use of resources Why? Focus on improving team decision making When? In technical and situational complex environments Who? Anyone involved in situations with potentially harmful outcomes How? Provide increased situational awareness leading to better decisions