Next, create objective definitions for each factor along the rating scale. Impact factors might include items related to the reach of the project, potential for cost or time savings, potential for defect reduction – essentially, how big of an impact will this project have on the organization? Difficulty factors typically reference things such as cost of implementation, expertise required, resources needed, time to implement – in other words, how difficult will this project be to execute? I suggest finding five to six factors that represent both the impact and difficulty categories. “Impact” and “Difficulty” are two generally accepted broad categories of factors. This type of template is also known as an alternative analysis matrix.īelow I will outline the steps for customizing and putting this matrix into practice.įactors are the most important criteria a decision hinges on. I have created a decision matrix template that you can download here: Decision Matrix Template –. However, in my opinion, a good decision matrix should have 1) factors that consider both impact and difficulty, 2) factors with objective definitions across a scoring scale, and 3) factors that are weighted. Personal preferences are put to the side and everyone can work towards a common organizational goal.Ī decision matrix can vary in complexity and often goes by many different names. Decision matrix factors which are aligned with organizational goals and KPIs become easy “rallying points” for project stakeholders. Having a decision matrix scoring sheet as a receipt can help remind stakeholders of why certain processes were prioritized over others.Ī decision matrix generates stakeholder buy-in around the decision outcome. A decision matrix allows a team to stop operating on “gut feeling” and subjectivity by utilizing clear and measurable definitions for the identified factors.Ī decision matrix creates a historical record of why a particular decision was made. Too often, temperament and personal preferences get in the way of sound decision making. This also ties into item four below – decisions made based on objective criteria supportive of organizational strategy are decisions that can be more easily supported by the business.Ī decision matrix forces objectivity in decision making. Factors in a decision matrix can be based on these KPIs and used to drive your process decisions. If your organization has established KPIs, it should be natural to have those KPIs influence decision making. Here are four benefits of using a decision matrix to help guide your process prioritization efforts:Ī decision matrix allows you to clearly link decision making factors with organizational strategy. Instead, it seeks to make those judgements more objective, leading to better decisions. A decision matrix does not replace human judgement in decision making. After all, why make process management implementation more difficult by trying to work with people with whom you have no existing relationship?Īlthough these approaches might seem natural, they do not necessarily prioritize the needs of the organization in the decision-making process.Ī decision matrix is a tool that can help teams and leaders make business decisions based on factors most relevant to the needs of the organization or project. Another impulse might be to start with those teams or departments you are most familiar with. One temptation in decision making is to simply identify the squeaky wheel in the business – is there a certain department or group of people that are complaining about not having clear process documentation? If so, well, we should do their processes first. For those who already have established process documentation, good decision making as it relates to process improvement projects becomes the key focus. Facing this reality means planning on multiple phases of implementation – which begs the question: What processes do you start with?ĭeciding which processes to document first is critical to the long-term success of any process management program. There are too many processes to document and too few resources to plan and execute properly. For most of us, implementing a process management program across the entire business in one fell swoop is just not possible.
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