A decision log records what was decided, by whom, on what basis and under which conditions. It helps a project team distinguish an approved direction from a proposal, assumption or discussion that did not reach a decision.
Use it for decisions worth tracing over time. Routine task updates belong in an action tracker, while unresolved problems may need an issue log. Linking these records can be more useful than repeating the same text in each one.
Define which decisions need a record
Agree the scope with the project’s authorised decision-makers. Changes to an approved approach, acceptance criteria or delivery arrangement may need a clear decision record, but the relevant governance process determines who may decide.
The Queensland Transport and Main Roads project-management principles describe structured project governance. They are a departmental framework, not a universal delegation for a private workplace.
Keep the log consistent with the actual approval evidence. Entering a manager’s name does not establish that the manager approved the proposal.
Use a practical decision entry
Record: If you use a fictional log as evidence of coordination skills, our practical workplace skills guide can help you explain the decision-tracking behaviour it demonstrates rather than presenting the document alone as proof of competence.
- Decision reference: a stable identifier and date.
- Question: the matter requiring a decision.
- Options: alternatives actually considered, at an appropriate level of detail.
- Outcome: the direction chosen and its scope.
- Authority: who decided and the supporting approval record.
- Basis: reasons, information and important assumptions.
- Conditions: requirements before implementation or limits on the decision.
- Follow-up: actions, owners and any review trigger.
Use a separate status for a proposed decision awaiting approval. Do not write every entry in the past tense when the question remains open.
A fictional decision record
In this original invented example, a small office project is choosing how to distribute new booking instructions. The authorised manager approves distribution through the existing staff document area after the final text is checked.
The log records why that method was chosen, the approved document version and the condition that the final review must occur first. A linked action assigns the review and communication tasks.
The record does not say staff have already received the instructions. Approval of a distribution method and completion of distribution are different events.
Keep assumptions visible
Identify information that could change the decision, such as an expected dependency, availability of an approved system or a condition attached to an external approval.
Set a review trigger where appropriate. If the assumption changes, refer the decision back through the correct process rather than silently changing the log to describe a new outcome.
Store sensitive commercial or personal information in the approved restricted location and reference it appropriately. A widely shared decision summary does not need to reproduce every supporting detail.
Preserve the decision history
If a later decision supersedes an earlier one, link the records and explain the effective change. Retain the earlier entry through the applicable records process so the team can understand why work followed a particular direction at the time.
Check the log when preparing status reports, handovers and change requests. A useful decision log lets a person unfamiliar with the discussion understand the authorised outcome, its limits and the work still required to implement it.
