Decision Matrices
- Aidan Bowers (Deactivated)
The idea of a decision matrix is to develop multiple solutions to a problem and create a record of this decision. It provides context for why a decision was made, and why other alternatives were not selected.
Computational decision matrices are a variation of a decision matrix, where weights are assigned to each property. They can be useful, but require accurate weights to be assigned to each metric. Often these are more complex than they are useful, and can easily provide the user with a false sense of security in their decision. You can look into using one if there are a lot of design options with many pros and cons (e.g. decision paralysis or circular arguments) to reduce the number of options to decide on.
Below is a decision documentation template (DACI: Decision documentation) that should be used for purchasing decisions, design decisions, or any other decision.
It is important that a decision matrix is created for all major decisions, especially those surrounding major architecture decisions or purchase decisions. All decisions must be assigned to someone (typically the person creating the decision matrix) that is in charge of driving the decision making process, and assigning action items.
Relevant data
Add any data or feedback the team should consider when making this decision.
Who does it effect?
Is there a budget?
Are there people that need to be involved?
Who is in charge of the decision?
Background
Provide context on a decision the team needs to make and include information about constraints and challenges. Include anything related to the problem space that is not included in the “Relevant data” section.
Options considered
| Option 1 | Option 2 |
|---|---|---|
Description | A simple description of the option. This can include links to equipment to be purchased or other guides that are related to the option |
|
Pros and cons | Something that is a reason to select this option Something that is a reason to not select this option | |
Estimated cost | Large The more we can be specific here the better. If you can put a dollar value or a time cost on it, that is best. | Medium |
Action items
Add action items to close the loop on open questions or concerns (this includes who is in charge of implementing the decision, and when it needs to be done).
Outcome
Summarize the outcome. Include the option that was selected, and why it was selected.