Gartner Research

PPM Leaders Must Take a Rational Approach to Irrational Decision Making

Published: 25 September 2015

ID: G00291110

Analyst(s): Robert Handler


We offer ways to resolve some of the most common and vexing human behaviors as they pertain to project and portfolio management. Our focus is initially on the individual and then on the group or team and its decision-making dynamics.

Table Of Contents
  • Impacts


  • Introduction

Impacts and Recommendations

  • Increased sophistication and interconnectivity of projects, programs and portfolios amplify downside consequences of irrational decision making for PPM leaders
    • Overconfidence
    • Sunk-Cost Effect
    • Confirmation Bias
    • The Recency Effect
    • Anchoring
    • Illusory Correlation
    • Hindsight
    • Egocentrism
  • PPM leaders who deny normal human behavior in PPM processes set these processes up for failure — at the project, program and portfolio levels
    • Process Losses
    • Groupthink
    • Process Fairness
    • Cultural Challenges
  • Recommendations

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