Handbook of Decision Analysis, 2nd Edition

14Enable Decision Implementation

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

—Michael Menke

CHAPTER MENU

• 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 Data Center
  • 14.5.2 RNAS
• 14.6 Summary
• Key Term
• References

14.1 Introduction

In Chapters 3 and 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 decision and the rationale for the alternative selected. When properly done, ...