Keeping change programmes on course – PMO and decision management

Ever feel like you’ve had this meeting before? Sure that question was already decided, yet you’re back having another discussion about it? Change programmes often suffer from unclear decisions, no decisions, or even worse – changing decisions. PMO is your ally in effective decision making in change.

During any change many hundreds of decisions will be taken. Often these will be small, operational, day to day decisions needed for the successful working of your change team. Some are much more important. Major decisions will have significant or strategic impact on the direction or success of the programme or even the future success of your business.

If key decisions aren’t taken by individuals with the appropriate authority, understanding and consideration in a timely manner, your change will be delayed or led off course, with potentially disastrous consequences. Equally, if the same decisions are repeatedly revisited, re-debated and direction changed your team can be left chasing a moving target while time and financial investment ebb away.

Great PMO will support you in getting the right decisions made quickly, and recorded properly so your change stays on track, old ground is not revisited, and the team is able to move at pace.

Getting to a Decision

Experience shows us that often, when asking for a Decision delivery teams can be; overly complex, unclear and cryptic in their request. Often hoping that the decision makers would just ‘get it’ or assuming the decision maker already knows everything the team does, or even worse – not considering their decision request at all.

PMO can help your teams to bring clarity to their decision requests.

Whenever requesting a decision, we know it’s much more effective, and easier for the decision makers if the ask is circulated well ahead of any meetings – this gives time for the decision to be considered, clarification sought, and updates given ahead of seeking the formal Decision.

Creating a clear decision paper will allow stakeholders to understand what they’re being asked, why and the consequences of the decision. A useful structure to decision papers can be:

• Situation – As the decision requestor, teams are naturally close to the detail of the situation. Senior decision makers are often several steps removed. By clearly articulating the context surrounding the decision it is more understandable for stakeholders.

• Complication – There is some kind of issue which requires the decision to be taken. It may be something which wasn’t foreseen, or it could just be a key point within the change which requires senior approval. Articulating clearly and succinctly why a decision is needed and the impact of not getting a decision makes it clear what is being asked for.

• Recommendation – What’s the answer being sought? Having considered all relevant options, what is the balanced opinion of the team? By being crystal clear and specific with the recommendation, it’s more likely that the decision maker will be able to understand what the right course of action is and why.

• Other Options – What are the other options that have been considered, and why are they being discounted. The decision maker will probably think of a range of these themselves, so by showing why they’re not the best will help their thought process.

When asking for a decision we must also ensure the relevant stakeholders have been consulted. PMO can help you walk the decision round to your key stakeholders, engaging them to confirm they understand the decision, it’s implications and allow them to clarify any areas of uncertainty which may prevent a clear decision.

Critically, the decision maker we’re seeking support from must have the authority to take the decision. PMO will be able to support here too using a strong PMO Led Governance Framework accountabilities and responsibilities will be documented ahead of time. If your decision is being made by a forum or committee such as Steering, you will also need to consider if the session where the decision is to be discussed is quorate or not. Ensuring the right authority, or quorum has taken the decision will mean it holds weight and will stick. Without these it will likely be challenged, and you’ll end up going over the decision repeatedly, adding uncertainty, confusion, and slowing delivery progress.

PMO managing the decision-making process

Key decisions will be managed by strong PMO. They will support you in identifying the right governance levels to make the Decision, the exact structure of decision papers required and will keep records of the decision. When tracking a decision PMO will record in the decision log:

• Unique Identifiers – Confusion between decisions across your change will create ambiguity and slow progress. A simple, clear ID system will help you be specific when discussing or following up on decisions.

• What was requested? – In a short summary it should be clear why a decision was needed, and what the recommendation was. This way, when the decision log is reviewed it will be clear which decisions are outstanding.

• Where are supporting papers stored? – The Decision Log will only show a summary of Decision information. Linking to the Decision papers (and where used, associated meeting papers) will provide full detail and context to the Decision, and why the recommendation made at the time was the right one.

• When was the Decision requested and needed by? – Often Decisions are time-sensitive. Planning ahead and giving Decision makers time to understand and ask questions of the Decision will improve chances of a successful outcome. Effective Plan Management with your PMO will help here.

• Who is empowered to make the Decision? – Being clear on the authority to make the Decision (and who needs to be consulted) will give weight to the Decision once taken.

• When was the Decision made? – Recording when the Decision was taken will help you understand the lead time for future Decision making.

• What was the Decision? – The Decision may not be a simple yes/no. Being clear with the specifics of the Decision taken are needed. Further clarification may be needed, or the Decision presented to a different body to get buy in. This should be clearly captured.

• Where is evidence of the Decision stored? – Often your Decision will be taken to a formal Governance meeting. Keeping documented records of the meeting, who was in attendance and the outcome of the discussion is important from a change audit view point. Being able to demonstrate key Decisions have received appropriate scrutiny and were made with the right consideration by the appropriate authorities is critical.

Once your Decision is made, PMO can help you get the message out and keep the delivery team and other stakeholders aligned, plans adjusted, and risks reviewed along with any other changes to the delivery the Decision may precipitate.

Great PMO will allow you to get key Decisions made and stuck to while avoiding meetings continuously re-visiting and challenging Decisions which have already been made.

With Decisions taken promptly, your time and sanity will be protected, and the team will be able to execute delivery at pace. PMO will help keep your change moving through Decision Management.

Unlock the full potential of your business with our expert insights. Contact us today to discover how we can help you achieve your goals.

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