“Let’s look at the specific decisions, that you have to make today, that will have impact later in the project?” I asked.

Taylor sat back. “Okay. Let’s look at the buy out,” he started. “In the buy out, I have to purchase some large pieces of equipment that will be installed. I have to work with our project managers and also with our purchasing guy. Here are some of my decisions that I have to make today, but it may be months before we find out if it was the right decision.

“Will the price of this equipment (to be installed) go up or go down? If I make a commitment now and the price goes up, I am a hero. If I wait to make the purchase later in the project and the price goes up, I am a goat.

“Will the vendor that supplies the equipment still be in business a year from now. I may have to put down some deposit money. But even if we lose the deposit money, the real risk is trying to scramble at the last minute to find an alternate supplier. The costs may have changed and some of this stuff has lead times. If the project gets delayed because we don’t have the equipment on-site to be installed, we may be liable for a delay claim.”

Taylor stopped.

I slowly replied. “When I look at the Time Span of your Goals, I also have to look at the Time Span of your decisions. The Time Span of Discretion.