DECIDE Concepts

Decision Making Matrix

Not all decisions are the same. Some are made in a particular environment where you have a firm conviction about the situation, while others may be made in an uncertain environment where not much is known or you cannot rely on what you know. Some decisions are irreversible and cannot be undone, while others can be reversed. To help you place your decision in the right box, you can develop a matrix. The following table summarizes this matrix:

Certainity	Reversibility	Category of Decision
High - I have a firm conviction something is the case	High - I can turn my decision the other way	Improving the status quo. For example: improving business processes
Low - The information I know cannot be relied on; not known or definite	Low - not able to be undone or altered	Creating options. For example: While selecting a cloud service provider, create multiple options to select from
High - I have a firm conviction something is the case	Low - not able to be undone or altered	Making a choice. For example: Upgrading a critical business application, renewing a long term contract
Low - The information I know cannot be relied on; not known or definite	High - I can turn my decision the other way	Conducting experiments. For example: experimenting with new digital products, new technologies

Evaluation Models

SMEs often use decision models to allow stakeholders to weigh the pros and cons of different options and make a choice. Examples of some common models are:

VSAFE

VSAFE score is a sum of all factors.

1. Value - Will this option deliver tangible business value?

2. Suitable - Is this option consistent with future strategy and business situation?

3. Acceptable - Do you think all stakeholders will support this option, and if not at the moment, could their commitment be secured?

4. Feasible - Are their sufficient resources and time to undertake this use case? and

5. Enduring - Will this use case deliver value in both the long and the short term?

VSAFE model is used to prioritize innovative ideas.

RICE

(Reach x Impact x Confidence) / Effort

1. Reach - how many people are estimated to be reached by this option?

2. Impact - what is the level of impact on the consumers?

3. Confidence - what is your level of confidence on estimates based on data

4. Effort - how much effort will be required?

Prioritization model for products

FTRC

Sum of all factors

1. Functional - to what level this option meet functional requirements?

2. Technical - to what level this option meet technical requirements?

3. Risk - how suitable is this option from a risk perspective? - higher score means low risk

4. Cost - how suitable is this option from a cost perspective? - higher score means low risk

Prioritize software or vendors.

DFV

Sum of all factors

1. Desirability - to what level this option meet customer needs?

2. Feasibility - Are their sufficient resources and time to undertake this use case?

3. Viable - does this idea has commercial value?

Prioritize ideas in design thinking

Workflow: Manage Evaluation Models

Further Reading

Reversible vs Irreversible Decisions