How can project managers improve decision-making effectiveness?

"Didn't we make that decision already?"

"Does everybody really need to be at this decision meeting?"

"The approval process is taking too long!"

How many times have you heard these things on your projects? How much time and energy has your team spent revisiting previously-made decisions? Poor decision-making can have a very real and significant negative impact on projects, leading to a range of issues that can derail progress, waste resources, and undermine your team's morale.

Here are some ways poor decision-making affects projects:

1. Project delays: Indecision and unnecessary rework

2. Cost overruns: Wasted resources and scope creep

3. Quality issues: Compromised standards and insufficient testing

4. Loss of stakeholder confidence: Erosion of trust and increased frustration

5. Team morale and engagement: Demotivation, conflict, and friction

6. Inefficient resource allocation: Misallocation of talent

7. Risk management failures: Lack of risk awareness and inadequate crisis response

8. Diminished innovation: Stifled creativity and missed opportunities

So what can you do, as a project leader, to set the stage for better decision-making, and higher probability of project success?

Use the RAPID Model to improve project decision-making

I learned about the RAPID® framework working on an organization design project, where there was going to be a big shakeup in how decisions were being made across the organization. The lead consultant brought this framework forward to guide the discussion and get alignment from leaders across the organization.

RAPID® is a decision-making framework developed by Bain & Company to clarify accountability when lots of stakeholders are involved. It provides an easy, structured approach by defining the “what, who, how, and when” of decision-making, aiming to enhance the effectiveness of decisions.

How is RAPID different from a RACI?

RAPID and RACI are both frameworks for clarifying roles, but they serve different purposes. RACI (Responsible, Accountable, Consulted, Informed) focuses on assigning roles related to tasks and responsibilities within a project, ensuring clarity on who is doing what.

In contrast, RAPID (Recommend, Agree, Perform, Input, Decide) focuses on decision-making, specifying who provides input, who makes recommendations, who must agree, and who has the final decision authority.

While RACI helps manage workflows, RAPID is specifically designed to streamline complex decision-making processes. RAPID is best used by the project leadership team (including sponsor and steering committee), and should be implemented at the very beginning of the project.

How does a RAPID model work?

To develop a RAPID decision-making model, follow these steps:

1. Identify key decisions: Pinpoint the critical decisions that need to be made within the project, focusing on those that require input from multiple stakeholders.

2. Define roles: Assign RAPID roles -- who Recommends the decision, who must Agree to it, who Performs the tasks, who provides Input, and who ultimately Decides.

3. Clarify responsibilities: Ensure roles are clearly defined and communicated, so all participants understand their part in the decision-making process.

4. Establish decision-making authority: Set clear boundaries for the decision-maker (the D) to ensure they have the final say while taking into account the input and recommendations provided.

5. Monitor and adapt: Continuously review the effectiveness of the framework as decisions are made, and make adjustments if needed to improve decision speed and quality.

What to see a sample?

Download this free PDF with an illustrative sample of a RAPID model.

RAPID Decisions Rights - Auxigen.pdf

Download PDF • 201KB

About the author

Chris MacKay (CHRL, PMP) is Managing Director of Auxigen Consulting Group, based in The Blue Mountains, Ontario, Canada. He is an expert human capital leader with long track record in guiding HR transformation and Human Capital Management (HCM) initiatives for clients in a variety of industries. Known for being a strong designer and builder, driving impactful programs, coaching, and advising leadership teams, he is passionate about fostering a culture of performance, continuous improvement, cross-functional collaboration, and learning.

Reach out to Chris on LinkedIn.