Lost Opportunities Avoided By Making Sound Decisions (Ron Goforth Commentary)

I noted in a previous commentary on the perils of inadequate project management that public projects can be quite complicated, but that complications are no excuse because they are normal and should be expected.

It was further noted that there are differentiating characteristics, at least in degree, between public- and private-sector projects because public-sector projects may disproportionately suffer from:

Indecisiveness due to trying to accommodate interminable public input, the vagaries of shifting opinions and power structures, and coping with NIMSI (not in my self interest) pressures.

Relatively lax financial management with a short-term perspective on cost.

Weak overall management and low accountability for poor performance.

Properly managing any project from concept to plan to execution and on to maintenance requires many serial and sound decisions. A well-planned decision-making process is mandated and should be widely understood.

There are certain characteristics of a decision-making process that support the making of optimal decisions during the course of a project. Some of the more important process characteristics are:

The process itself must facilitate quality and reliable decision making.

It should promote critical thinking and support efficient use of time.

It should capture the expertise and information available in an inclusive process.

It must be objective and transparent (no hidden agendas tolerated).

It should document the basis for decisions.

There is logical flow and a pattern of decisions required to avoid troubles in project management. Similarly, there are certain basic steps found in most structured decision-making processes:

State the opportunity or problem (with appropriate bounds).

Define the objectives.

Identify all potentially practicable alternatives to be considered.

Establish the criteria to be used in selecting the optimum alternative (solution) and assign relative importance weights to them.

Assess all alternatives individually against established criteria.

Identify the best/optimum alternative, as well as any risks and other opportunities.

In addition to this tidy sequence, which provides a step-wise approach that does in fact guide the exercise of good decision-making in many venues, there are indicators of the “poor” exercise of decision-making. These indicators point to things that should be avoided like the bird flu but are frequently in evidence even where potential projects may have substantial and long-term impacts.

A case in point is the reaction from some quarters to the suggestion that a feasibility study be done for a light-rail transit system for Northwest Arkansas. t

“The time is not right,” was reported to be the response by a politician.

“In your dreams.” This was perhaps a too cute turn of phrase that reflected a poorly researched editorial position by a major statewide newspaper. Consider that if light-rail transit has not yet been studied in any depth, from where and on what basis does this rather snide remark arise?t

There may exist an opportunity for Northwest Arkansas to break the tradition of crisis response and to capture an opportunity to get ahead of the curve. But if we do not grasp the short-lived opportunity at hand, it will be future Northwest Arkansas residents who will bear the consequences of our inaction.

A Light-Rail Transit System Public Forum is scheduled for Nov. 16 at the Northwest Arkansas Convention Center in Springdale. This forum will focus on the need for improved transportation infrastructure, and it will begin to seriously address questions and concerns about potential for rail-based transportation systems. The paramount question is simply: “Isn’t it time for Arkansans to seriously consider the merits of rail-based transit?” A thoughtful and well-researched answer is called for.

On the basis of pre-feasibility studies done this past year, it appears that light-rail transit may have the potential to become significant in helping maintain and enhance the quality of life in Northwest Arkansas.

I strongly encourage planners, business leaders, researchers, service providers, potential users and just plain civic-minded individuals to attend the forum to begin collective consideration of the matter. Detailed information on the forum may be found at www.nwa-lrts.org.

(R. R. (Ron) Goforth, Ph.D., is the president of Beta-Rubicon Inc. of Fayetteville, a firm that specializes in independent technology assessment/management and due diligence services for investors, private-sector enterprises, and public agencies.)