Systems Analytics and Enterprise Management 4

Running head: DECISION MATRIX 1

DECISION MATRIX 2

Systems Analytics and Enterprise Management-Decision Matrix

Name

Institutional Affiliation

Date of Submission

Systems Analytics and Enterprise Management-Decision Matrix

Introduction

Decision making is an important aspect in the organization. A decision matrix can just be defined as chart that help in systematic identification, analysis, and rating of the strength of the available information. It is particularly important when considering large numbers of decision factors while at the same time evaluating the relative importance of each of these factors. Making decisions in an organization is not an easy task, this is because many various factors have to be taken into consideration. These factors have to be taken into consideration and analysis have to be performed to determine which factors have more weights. In this regard therefore, this process can’t just be achieved easily. However, with the decision matrix, decision making has then become easy as it provides simple answer which help in ensuring that best decision is made based on the consideration of all the factors presented. This paper focuses on the Creation of the alternative decision matrix for the case system.

Alternative to be Considered

The decision matrix that is developed in this paper will be used in the evaluation of the three proposed design alternatives (which include the alternatives A, B, and C). In this case therefore, there are three Alternatives. The architectural decisions refer to the design decisions which help in addressing the architecturally significant requirements. Usually, the decisions in the design and architecture are considered hard and complicated to make as well as costly to change.

· Alternative A

· Alternative B

· Alternative C

Factors to be Considered

The factors that will be considered in this paper include the following:

· Cost

· Safety

· Customization

· Simplicity

· Viability

In this case therefore, we list all the Alternatives as the row labels on the table, while the factors which have to be considered are listed in the column headings. The Decision matrix representing this case has been provided. We then have to work our ways down the columns of the drawn table, while scoring every alternative to each of the provided factors in the decision. In this case, each option has to be scored with a scale ranging from 0 (poor) to 5 (very good). Therefore, it is important to note that.

After that, it is important to identify the most valuable found in the idea or alternatives or the important factors in the decision. These can be shown as numbers for instance, from 0 to 5. In such a case, 0 indicate that a particular factor is not important at all as far as the final decision is concerned while indicate that a given decision is very important as far as the final decision is considered (Muslihin, 2018).

The Decision Matrix for this situation is shown below:

Criteria	Potential Impact on Company Performance	Ease to Implement	Benefit/Cost Relationship	Speed of Implementation	Acceptance by Associates	Negative Impact on Environment	Negative Impact on Health & Safety
Alternatives
Alternative A
Alternative B
Alternative C

The Weighted Decision Matrix Analysis Assessment depicting how every Alternative Satisfies each Factor by Rating Each Alternative’s Importance From 0 (no importance) to 5 (very important) is as shown below:

Criteria	Weight	Alternative A (Score multiplied by importance)	Alternative B (Score multiplied by importance)	Alternative (Score multiplied by importance)
Potential Impact on Company Performance	3	9	3	15
Ease to Implement	1	3	1	3
Benefit/Cost Relationship	2	6	6	10
Speed of Implementation	1	5	1	3
Acceptance by Associates	1	3	3	5
Negative Impact on Environment	2	10	6	6
Negative Impact on Health & Safety	2	6	2	10
Total Rating		42	22	52

Scoring: 5 = high 3 = medium 1 = low

In this case, after assigning weights of importance to each alternative, the next step involves the multiplication of the scores by the score values of each alternative already calculated. This will provide the weighted scores for every alternative. The total weighted score will then be determined by adding up the scores of each of the alternative. In this case, the option scoring the highest is considered the best option/alternative.

The utilization of the Decision matrix especially through Weighing Up of the various facilitate the shaping of the decision process (Carrascosa, 2018). Therefore, through the identification of the significant/key factors based on each given alternative followed by the allocation of the weights of the importance the factors are on the alternatives, provides eminent result which then can provide a better direction to the better alternatives that can be adopted. The best alternative should always consider the company’s interest which could include factors such as the safety as well as the viability. Moreover, the totals given in the weighted chart provides an indication of the best alternative that has to be considered/adopted. From the Decision Matrix above, the Design Alternative C has the highest score of 52 and therefore considered the best Alternative that should be adopted.

It is important for the employers to always put into consideration the interest of the employees and always accommodate employees for given specific reasons. The decision matrix will always help in making decision in particular circumstances to ensure that the workplace safety, is not disrupted in any manner (Gollier, 2012). Therefore, it is important to always consider all factors and determine the importance ones to reduce or eradicate any kind of compromise.

References

Carrascosa, I. P. (2018). Large group decision making: Creating decision support approaches at scale. Springer.

Gollier, C. (2012). Alternative decision criteria. Pricing the Planet's Future. doi:10.23943/princeton/9780691148762.003.0011

Muslihin, H. Y. (2018). Leadership, Decison making: Mediating role of coaches empowerment toward athlete achievement. JURNAL PENDIDIKAN JASMANI DAN OLAHRAGA, 3(2). doi:10.17509/jpjo.v3i2.12716