Decision Rights: The Fastest Way to Reduce Project Drag
If a project feels like it is constantly “waiting on something,” the issue is rarely effort or capability.
It is almost always clarity.
In complex delivery environments — particularly across technology, infrastructure or regulated sectors — projects slow down not because teams cannot execute, but because decisions are delayed, redirected, or quietly avoided. The friction sits in the spaces between the work: approvals that bounce between stakeholders, scope discussions that resurface weekly, risks that escalate late because no one was certain who owned the call.
That friction is project drag. And decision rights are one of the fastest ways to remove it.
Why Decision Rights Matter More Than Most Realise
Decision rights are not about hierarchy. They are about operating clarity.
They define who has authority to approve scope adjustments, cost movements, risk responses, vendor variations, and milestone changes. Without that clarity, delivery becomes personality-driven rather than system-driven.
When authority is implied rather than documented, three things happen:
- Teams hesitate and over-consult.
- Escalations occur too late.
- Sponsors are surprised by issues they assumed were managed.
None of this is a capability problem. It is a structural one.
What Clear Decision Rights Actually Enable
When authority is clearly defined, delivery changes tone.
Teams move forward confidently within agreed boundaries. Governance forums become places where decisions are made — not just updates delivered. Escalations follow predefined triggers rather than subjective judgement.
The impact is often immediate: faster issue resolution, cleaner communication, and stronger executive confidence.
Practical Ways to Strengthen Decision Clarity
You do not need a complex governance transformation to improve decision velocity. A focused review of authority thresholds can deliver disproportionate value.
Start with these practical steps:
1. Identify your highest-friction decisions.
Where do issues stall? Scope changes? Budget reallocations? Risk acceptance? Start there.
2. Define measurable escalation triggers.
For example, a cost variance beyond 7% may require sponsor approval. A schedule impact beyond two weeks may require steering committee review. Make thresholds objective.
3. Separate operational from strategic decisions.
Not every issue needs executive oversight. Empower teams to resolve within defined boundaries.
4. Document and socialise the model.
A decision matrix is only valuable if everyone understands and applies it consistently.
These adjustments do not add bureaucracy. They remove ambiguity.
A Subtle but Important Shift
One of the most effective shifts I see in mature delivery environments is moving from “who should we ask?” to “what does the framework require?”
That shift reduces politics and increases predictability. Decisions feel less personal and more structured.
And predictability is what builds stakeholder trust.
The Executive Lens
In complex environments — particularly across energy, infrastructure or government programs — governance clarity is not optional. It is foundational.
Projects with defined decision rights tend to surface issues earlier, protect timelines more effectively, and maintain stronger sponsor confidence.
If your projects feel heavier than they should — not chaotic, just slower and more friction-filled — reviewing decision authority is often the highest-leverage place to start.
Practical Reflection
If a material cost or scope change occurred tomorrow, would everyone involved know exactly who has authority to decide — and when escalation is required?
