Handbook of Decision Analysis

CHAPTER FOURTEEN

Enable Decision Implementation

TERRY A. BRESNICK and GREGORY S. PARNELL

Decision analysts help create potential value. Project managers deliver value.

—Michael Menke

14.1 Introduction

14.2 Barriers to Involving Decision Implementers

14.3 Involving Decision Implementers in the Decision Process

14.4 Using Decision Analysis for Decision and Strategy Implementation

14.4.1 Using the Decision Model for Decision Implementation

14.4.2 Using Decision Analysis Models to Support Decision Implementation

14.4.3 Using Decision Analysis to Assess Strategy Implementation

14.5 Illustrative Examples

14.5.1 RNAS (by Eric R. Johnson)

14.5.2 Data Center (by Gregory S. Parnell)

14.6 Summary

Key Term

References

14.1 Introduction

In Chapter 3 and Chapter 7, we discuss how to define value so that our decision models can effectively evaluate alternatives in terms of their relative worth. We continue our discussion about value here, but from a different perspective. When we perform a decision analysis, we want to make sure that the decision resulting from the analysis will achieve its intended benefit. All too often, a sound analysis is performed, only to sit on a shelf without the recommendations being implemented.

Commitment to action is a key link in the decision quality chain we present in Chapter 5. We emphasize the importance of involving decision makers and stakeholders in the decision process. It is easier to implement a decision when key stakeholders understand the need for the ...