Here's how you can effectively manage complex projects in Communication Systems through decision making.

Setting clear and achievable goals is like having a map to navigate through a project. It helps you stay focused and make informed decisions along the way. ??Whether it's network uptime, data throughput, or security standards, having specific targets in mind ensures that every step you take aligns with your ultimate objectives. ??It's like having navigational stars to guide you through the complexities..?

Above all, the goal cannot be vague. It is important to set SMART goals. (specific, measurable, achievable, relevant and time-bound. )

Formulate goals using some of these considerations (which are not in a particular order): scalability, maintenance, costs, reliability, availability, and suitability. Are communications the means or the end?

To set goals, we need to understand what value we hope to add, what problem we are trying to solve, and what opportunity we are trying to seize. The measure of success is not that we built it "on time and under budget" but that it delivers the value we projected it would or it eliminates the problem we hoped to master. Complex projects often require multiple teams. It is critical that each team know what outcome we are driving towards.

When defining goals we need to be clear and concise. They need to be well written and both actionable and measurable. It is much easier, if you have a plan for your project set with points 1, after 1 is ready it goes to 2, then to 3 and so on. That way, when there are some small issues, you can plan ahead and find a walkaround, so you can reach your ultimate objective.

Risk assessment is based on activities in previous question. Once you have mapped out all your steps towards the end goal, you can plan ahead. If we reach point 3 with 1 week delay, we need to have more personnel working on the project, so we are not late. That was just an example given. You need to be flexible and to think on the moment, else it can ruin your reputation.

It's always relevant to have brainstorming sessions and expert opinions to understand potential risks. I recommend starting with a SWOT analysis to identify strengths, weaknesses, opportunities, and threats. Follow this with a deep dive into the project's qualitative and quantitative risk analysis. This approach allows you to create a comprehensive risk response plan, considering the probability, impact, and priority of each risk. By doing so, you can more easily take proactive and informed actions to mitigate risks when they arise.

Risk Assessment is no longer something you bolt on at the end of your work. It needs to be upfront in the solution design. What are the confidentiality, integrity, and availability risks if you are building a complex communication system? Is the type of data in question regulated by state, federal, or international laws or standards? Who are the data owners? Has the data been categorized? The security of the data, credentials. and code in systems you develop must all be taken into consideration in the "intentional design" phase of the project.

Siempre es necesaria la contemplación y .edición de los riesgos. Debemos tomar en cuenta el factor humano así como los técnicos Así como saber cómo remediarlos, es decir, tener una planeación adecuada para los siniestros y las fallas técnicas.

Also qualitative information is really critical to assess whether people are interacting at the levels you need for adoption.

In order to collect proper data about your project, you need to talk to all the involved parties, be it so even a 3rd party that might be affected. Once you have all their viewpoints, you can make a decision based on all that. Quantitative data is good, because it is based on the numbers, and they never lie, but you need to include also qualitative. This is due to sometimes without actually involving the people performing the work, we do not comprehend what actually we require from them - and if it is achievable.

Discovery is critical to the success of any systems project. Discovery is collecting and analyzing all the variables in the system components you contemplate building.

Creo que lo que puedo aportar a este punto es una idea : Nuestro paradigma desde el punto de partida es el de "toma de decisiones con base a la información". Esto por supuesto implica un sistema de recolección, almacenamiento y análisis de datos de mucha calidad.

In order to evaluate your options, you need to draft up possible scenarios how it will go with option1, option 2 and so on. This might not be a 100% correct, but, if we do not evaluate them, then we are gambling with our luck and life.

When you're making decisions for a project with limited information, it's important to list all the options and see how they fit with your project goals. For example, in communication systems, you might have to choose between different network setups or ways of communicating. Think about the good and bad points of each option and how they match up with what you want to achieve. This helps ensure your decisions make sense, even when you don't have much to go on. It also sets a good base for future decision-making.

After data collection and market research on the latest trends, consult industry experts if possible. With this information, develop evaluation criteria such as cost, performance, reliability, and scalability. I would recommend using a decision-making matrix to assign weights to each criterion, making it easier to best compare the available options.

You have established the desired value you wish to add or the problem you want to solve. You have examined the weaknesses and created scenarios to identify vulnerabilities. You have run simulations and examined data on throughput and processing time. Now you have enough information to be able to make decisions about which direction you will take, how much risk you are willing to accept, and what the operation of the communication system might look like in terms of architecture, speed, and data integrity

Cost versus Benefit analysis is one of the best ways to decide what decision to take. You need to put all pros and cons against each other and do the math. Will this make my company a better workplace, or be it, will this increase our revenue and client satisfaction?

As a project manager, once you've thoroughly evaluated your options, it's time to make a decision. In communication systems, this might involve selecting a vendor, choosing a technology, or allocating resources. Remember to be decisive—commit fully to your choice based on the best available information. Stay adaptable to new information but move forward with confidence.

Good decision-making involves an understanding of the current situation and clearly defined solutions that are feasible to build and operate. You will need to develop a straightforward narrative of the solution, its value and cost and communicate to ensure engagement with stakeholders and decision-makers. Regardless of the decision you make you need a plan B and a way to back out of the solution you have proposed. (just in case)

La selección del proveedor de los servicios que necesitamos implementar es un tema en el que debemos prestar atención. Es de suma importancia porque se definirá la calidad del funcionamiento de nuestro sistema.

Este paso indica bien lo que la mejora continua es. No debemos descartar este último paso. Solo evaluando nos constantemente lograremos que el sistema instalado sea eficiente.

Of course it’s essential to incorporate & continuously monitor key metrics like defining goals, stakeholder engagement, risk management, resource planning , budget control etc to effectively manage complex projects in communication systems. It’s also vital to practice & get comfortable with delegation (I personally had trouble with this in the past as I didn’t want any slippages), cross-functional collaboration, coordination, and clear data-driven communication. Incorporate agile methodology to enhance flexibility, responsiveness, and to ensure alignment with the end goals.

Dr. Bannister broke the four minute mile barrier by visualizing the overall course of events and setting goals for incremental progress that would create a situation where the finish was within reach. Training to gain the fitness to finish the latter stages meant that the early stages had to be challenging on every occasion. One must take the position that each sector has not met its 'goal' until it demonstrates that its contribution provides at that standard in every trial run. It is not enough that it 'can do' it, there must be assurance it 'will do' it.