PMcrunch

As project and program managers, we are leaders within organizations. Indeed, we lead small, smaller, organizations that are subsets of the larger organizations. As such, we are responsible for making decisions, and in the process, we need to define ourselves. Let’s take a look at this concept.

In making decision, we can sometimes surprise those affected by the decisions, and sometimes not. However, in the end, it is very important that we let them know where we stand. While decisiveness is important, it is even more important to explain why it is that we’re making a decision. This is what I mean by defining ourselves.

When we explain what it is that supports our decisions and what our objectives are, we are in a much greater position to gain buy-in from everyone. By explaining ourselves we define ourselves in the sense that we have made ourselves transparent, out in the open; and it will be difficult for anyone to claim motives behind our decisions other than those which we have explained.

Another benefit of explaining ourselves is that, in so doing, we challenge ourselves to see the many sides of a problem, and the many effects of our decision. It forces us to weigh in on the issues more closely and more carefully. It forces us to think through the effects on each and every stakeholder to which we will owe an explanation.

Making decisions is tough, particularly when the way ahead is not necessarily clear and when it involves trade-offs. I think it is in the trade-offs that we have the greatest challenge in articulating our reasoning to the stakeholders. In so doing, we are asking stakeholders to stand behind us and accept that same reasoning which we have come to adopt. We are asking them to accept the trade-offs for a greater overall gain in project or program value.

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John Reiling, PMP
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