Decision Backlog | Prevent Design & Construction Project Delays

Decision Backlog:

The Simple Tool That Can Help Prevent Construction Project Delays 

Construction projects rarely stop because there is absolutely nothing happening.

More often, they slow down because something is waiting for a decision.

An architect may be waiting for client approval. An engineer may be waiting for information from another consultant. A contractor may be waiting for an RFI response. A project manager may be waiting for a design change, material selection or authority approval.

The problem is that these decisions can easily disappear into the normal flow of project communication.

They may be buried inside an email chain, recorded in meeting minutes, sitting in an RFI system or mentioned once during a project meeting.

This is where a Decision Backlog can become a useful project management and risk management tool.

What Is a Decision Backlog?

A Decision Backlog is a simple register of unresolved project decisions that need to be made before the project can move forward effectively.

Instead of allowing decisions to remain scattered across different communication channels, the project team creates one visible list.

A useful Decision Backlog can record:

• Decision – What needs to be decided?
• Owner – Who is responsible for making the decision?
• Deadline – When is the decision required?
• Options – What choices are available?
• Status – Is it waiting, under review or ready to proceed?
• Impact – What happens if the decision is delayed?

This turns an apparently simple question, "What are we waiting for?" into something that can actually be managed.

Why Do Construction Decisions Get Lost?

Modern construction projects generate enormous amounts of information.

Architects, engineers, builders, consultants, clients, suppliers and authorities communicate through:

• Emails
• RFIs
• Drawing reviews
• Design meetings
• Site meetings
• Project management software
• Consultant reports
• Meeting minutes
• Change requests
• Approval processes

The difficulty is not necessarily a lack of information.

The difficulty is finding the information that requires action.

A decision might appear in an RFI response but never be transferred into the project's action tracking system.

Another decision might be discussed during a meeting but not assigned to a specific person.

A third decision may have an owner but no clearly defined deadline.

Individually, these may seem insignificant.

Collectively, they can become a significant source of project delay, cost escalation, rework and frustration.

Decision Management Is Part of Construction Risk Management

Risk management in construction is often associated with major events such as:

• design changes
• cost overruns
• construction defects
• safety incidents
• contract disputes
• procurement problems
• regulatory issues
• delays
• unforeseen site conditions.

But project risk can also develop through something much smaller:

a decision that is not made when it is needed.

For example, imagine that an architect needs a client approval before final construction documentation can be issued.

If the approval is received on Monday, the design team can continue.

If it arrives two weeks later, the delay may affect documentation, procurement and construction sequencing.

The decision itself may not appear to be a major risk.

Its consequence can be.

This is why effective project risk management should consider not only what can go wrong, but also what the project is currently waiting for.

Engineering Education Australia similarly describes risk management as identifying potential risks, assessing likelihood and impact, implementing risk management plans and maintaining clear communication around project objectives.  

Not Every Decision Has the Same Impact

One of the most useful ideas in a Decision Backlog is to distinguish between high-impact and low-impact decisions.

Consider two examples.

Low-impact decision

Choosing a suitable date for a site visit.

If the decision moves by a few days, the project may continue without significant consequences.

High-impact decision

An approval that allows construction documentation to proceed.

If that decision is delayed, it may prevent other activities from starting.

This distinction matters because project teams have limited time.

Not every outstanding decision deserves the same level of escalation.

A useful question is:

What project activity is waiting for this decision?

If the answer is "nothing critical", the decision may have low priority.

If the answer is "the next major stage of the project", the decision deserves immediate attention.

The Five Questions Every Project Team Should Ask

A Decision Backlog can be reviewed during a weekly project meeting using five simple questions.

1. What's waiting?

Identify the unresolved decision.

2. Who owns it?

There should be a clearly identified decision-maker.

3. What's blocking it?

Perhaps additional information is required.

Perhaps a consultant needs to provide advice.

Perhaps the client has not approved an option.

4. When is it required?

A decision without a deadline can remain unresolved indefinitely.

5. Do we still need it?

This question is surprisingly important.

Some decisions remain on project lists even after circumstances have changed.

Removing unnecessary decisions reduces administrative noise and keeps the team focused on what actually matters.

How a Decision Backlog Supports Project Risk Management

A Decision Backlog does not replace a formal risk register.

Instead, it can complement one.

A risk register asks questions such as:

What could happen?

How likely is it?

What would be the impact?

What controls or responses are required?

A Decision Backlog asks:

What are we currently waiting to decide?

Who needs to decide?

When is the decision required?

What happens if it is delayed?

The two systems can therefore work together.

A high-impact unresolved decision can become a project risk if its delay threatens programme, cost, quality, procurement or other project objectives.

This provides an important connection between decision management and construction risk management.

Why Architects and Engineers Should Pay Attention

For architects and engineers, project decisions are often interconnected.

A client's selection can affect architectural documentation.

An architectural change can affect structural engineering.

A structural change can affect services coordination.

A services change can affect ceiling layouts, procurement or construction sequencing.

One delayed decision can therefore create a chain reaction.

This is particularly relevant to professionals involved in:

• architectural project management
• engineering project management
• design coordination
• construction documentation
• contract administration
• construction supervision
• project controls
• design management
• consultant coordination
• construction risk assessment.

For architects, risk management, contracts, compliance, practice management and project delivery are already recognised areas of professional development. Current Australian architectural CPD offerings include topics such as contract administration, risk mitigation, claims management and practice management.  

For engineers, Engineers Australia currently specifies risk management and business and management skills among the CPD categories relevant to maintaining Chartered and NER credentials.

Learn more about the risk management process; click on the image below to find out more!