VP Projektmanagement

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VP Projektmanagement

• Max Ehammer
• Sebastian Zehentner

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The decision process

• Realization that the problem was generic.
• Find out the boundary conditions.
• What is right.
• Action.
• Feedback.

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Four types of Occurences

• The truly generic.
• A unique event for the individual, but actually
  generic.
• The truly exceptional, the truly unique
• The early manifestation of a new generic problem.

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Specification of Decision

• Reach the boundary conditions.
• Define them concisely and clearly.? a clear
  thinking about the boundary conditions is needed!

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What is right?

• What is acceptable? or
• What is right?
• Find the right compromise!

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Converting into Action

• Most time-consuming step
• Answering several questions
• Who has to know of this decision?
• What action has to be taken?
• Who is to take it?
• Make it comprehensible!

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Feedback

• Even the most effective decisions become
  obsolete!
• Check the results of your decision.
• Keep in mind reality never stands still very
  long.

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Opinions Rather Than Facts

• Decision ? judgement wrong/right.
• Start opinions not facts.
• Opinions hypothesis(have to be tested against
  reality).
• Effective People encourage opinions.

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Measurement

• Feedback.
• E.g. personnel matters(averages).
• Alternatives, choose the appropriate one.

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Develop Disagreement

• Rule One does not make a decision unless there
  is a disagreement.
• Alfred P. Sloan Gentleman, I take it we are all
  in complete agreement on the decision here.
  (Everybody nodded assent) Then I propose we
  postpone further discussion of this matter until
  our next meeting to give ourselves time to
  develop disagreement and perhaps gain some
  understanding of what the decision is all about.

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Develop Disagreement(2)

• 3 Main Reasons
• 1.) The only safeguard against the decision maker
  is becoming the prisoner of the organization.
• 2.) D. provides alternatives to a decision.
• 3.) Stimulates Imagination.

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Is a decision really necessary?

• One alternative Doing nothing!
• Intervention into a system carries risk of shock.
• Compare effort and risk of action to risk of
  inaction.

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Guidelines

• Act if on balance the benefits greatly outweigh
  cost and risk.
• Act or do not act, but do not hedge or
  compromise.

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After finding right decision

• Decision is found
• Not popular, not easy.
• Most effective decisions are distasteful.
• Coward will insist on new studies.
• Drucker Just because something is difficult,
  disagreeable, or frightening is no reason for not
  doing it if it is right.

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Important details

• Do not rush into a decision, but also do not
  waste time.
• Stop when things seem out of focus.
• The ability to make effective decisions will be
  important for every knowledge worker, at least of
  those in responsible positions.

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END Good luck with Your decisions in future.