Decision Matrix Selection Justification Exercise 043369
Decision Matrix Selection Justification Exerciseinstructions For Dec
Decision Matrix & Selection Justification Exercise Instructions: You will need to copy and paste your Business Case from Problem Set #1. This needs to be single spaced and only the Business Case; not the element essay. On the next page you will find a Decision Matrix. You will complete this Decision Matrix based upon your selected project and Business Case from Problem Set #1. Do not just randomly select categories.
You must think about your project thoroughly. Selections must make logical sense. For example, under Multidisciplinary, you would not mark “Four or more disciplines involved” and the select “2-3 people” under Staff Commitment. Ensure that this chart remains on a single page. An important aspect of Project Management is deciding between two (2) or more options that can 1) all be good decisions or 2) may all be bad decisions but a decision must be made and that decision justified.
After completing the Decision Matrix, you must justify each of your selections for all of the categories reflected in the Decision Matrix. For each of the Decision Matrix components you will state specifically why you made the selection you did in the Decision Matrix. These justifications need to provide specific evidence from the selected project to justify your selection. For example, under Resources, if you mark “little or no monies, supplies or change in resources” you would not just state “it requires few resources and is only $150,000”. You would need to explain why $150,000, in your opinion, is not a lot of money and why few supplies or resources are needed.
Or if you marked “Requires significant resources and or additional FTEs (Full Time Equivalents)” you will need to state why the project will use significant resources, why the funding is substantial and/or why more personnel will be needed. Thoroughly explain and justify your selections! This needs to be at least a full paragraph (minimum 50 words each) explaining your thought process behind the decisions you made! Delete instructions prior to submitting. Project Title/Business Case should be on page 1.
Decision Matrix should begin on page 2 and be formatted to be only one page. Project Title: Business Case (single spaced; do not include element essay): Resources — Little or no monies, supplies or change in resources — Requires moderate resources — Requires significant resources and/or additional FTEs; Multidisciplinary — One (1) discipline involved/impacted — Two (2) – Three (3) disciplines involved/impacted — Four (4) or more disciplines involved/impacted; Complexity — Little complexity — Moderate complexity — Very complex; Technology Involvement — No technology changes — IT consult needed — IT resources assigned; Approvals — None needed — Approval by immediate supervisor — Executive-level approval; Potential Risk Level — Minimal impact on customer — Moderate impact on customer — Significant impact on customer; Staff Commitment — Involvement of 2 3 people for solution — Small team needed to generate solutions — Requires large team of multiple departments for improvement; Communication & Education — Simple communication plan or unit-based education only — Moderate communication plan; requires education across departments — Complex communication/ education plan with various media; Metrics — Requires at least a one-time follow-up check — Improvement will be tracked — Baseline and ongoing tracking of data; If majority of checks lie in this area: Final Decision — No charter needed — Complete a mini or basic charter — Complete a full project charter; Justification for Matrix Selections: Resources, Multidisciplinary, Complexity, Technology Involvement, Approvals, Potential Risk Levels, Staff Commitment, Communication & Education, Metrics, Final Decision. Thorough explanations are required, providing specific evidence from the project.
Paper For Above instruction
The process of selecting an optimal project through a Decision Matrix requires meticulous consideration of various factors that influence project success. The justification of each decision point in the matrix ensures that choices are aligned with project objectives, resource availability, organizational impact, and risk appetite. In this paper, I will demonstrate the comprehensive thought process behind each decision category, grounded in an operational expansion project for a retail store chain, aimed at improving inventory management systems.
Project Overview
The selected project involves upgrading the inventory management system across multiple retail store locations. The initiative aims to enhance stock accuracy, reduce inventory costs, and improve customer satisfaction by ensuring product availability. The project scope includes system selection, staff training, process redesign, and implementation. The business case reveals moderate resources required, involvement across multiple disciplines, and a moderate level of complexity with significant reliance on technology upgrades. The project’s estimated budget is $150,000, with a projected implementation timeline of six months.
Decision Matrix Justifications
Resources
The decision for resource allocation was grounded in an assessment of the project scope and existing infrastructure. I marked "Requires moderate resources" because the project involves purchasing new software licenses, updating hardware, and staff training, but does not demand extensive new capital investments. The total cost estimate of $150,000 is manageable within the organization’s operational budget, and existing staff can handle training with minimal external consultants, justifying a moderate resource level. This balances cost-effectiveness with essential upgrades.
Multidisciplinary
The project affects multiple departments, including IT, logistics, sales, and customer service. I selected "Two – Three disciplines involved" based on the need for collaboration among these key areas. IT will manage system selection and deployment, logistics will coordinate inventory updates, and sales/customer service will adapt to process changes. Involving more than three disciplines would introduce complexity without proportional benefit, whereas only one discipline would overlook the comprehensive nature of the project, which necessitates cross-departmental input.
Complexity
The complexity level was judged as "Moderate" because the project involves technology upgrades, process changes, and staff training. The implementation requires careful planning to prevent disruption, coordinate multiple departments, and ensure user adoption. However, it is not "Very complex" since the scope is well-defined with predictable outcomes, and it leverages existing technology systems, mitigating higher complexity risks.
Technology Involvement
The project necessitates consultation with IT, as the upgrade involves new software integration, but does not involve developing new technology from scratch. "IT consult needed" was chosen because external expertise ensures smooth implementation, minimizes risks of system failure, and aligns with best practices. Dedicated IT resources are assigned to oversee the technical aspects, but internal staff are sufficient for user training and process modifications.
Approvals
Considering the scope and budget, "Approval by immediate supervisor" was deemed sufficient. The project does not require executive-level approval, as it falls within operational enhancements, and organizational policies permit departmental approval for projects under $200,000, streamlining decision-making.
Potential Risk Level
The risk level was assessed as "Moderate" because the project could temporarily disrupt daily operations if not carefully managed, and there may be resistance from staff unfamiliar with new systems. However, since the changes are incremental and well-planned, the impact on customers is limited, and any issues can be mitigated with proper training and communication, preventing significant customer dissatisfaction.
Staff Commitment
I selected "Two – Three people for solution" because the core team will include representatives from IT, logistics, and sales to handle system configuration, process alterations, and user support. This small, focused team facilitates efficient communication and swift implementation. Larger teams would introduce coordination challenges, while fewer than two members would lack the needed expertise.
Communication & Education
The communication plan is "Moderate," involving cross-departmental training sessions, informational meetings, and written documentation. Staff need to understand the benefits of the new system and how it affects their daily routines. The plan employs multiple media, including emails, webinars, and in-person workshops, to ensure comprehension and buy-in across all impacted departments.
Metrics
The project requires "Improvement will be tracked" with baseline data on inventory accuracy and stock levels. Post-implementation, ongoing data collection will monitor system effectiveness, user adoption, and inventory reductions. Regular reviews at three and six months will help ensure the project meets its goals, providing actionable insights for continuous improvement.
Final Decision
A full project charter is warranted due to the moderate scope, cross-departmental impact, and significant resource involvement. Documenting objectives, stakeholders, scope, risks, and detailed plans will facilitate organized execution, accountability, and stakeholder engagement. The comprehensive charter mitigates uncertainties and aligns team efforts.
Conclusion
In conclusion, the decision matrix and its justifications serve as a rigorous framework for project selection, ensuring that each aspect aligns with organizational capacity and strategic goals. Thoughtful, evidence-based choices regarding resources, scope, technology, and risks increase the likelihood of project success, ultimately delivering value to the organization. This systematic approach exemplifies effective project management principles essential for complex operational improvements.
References
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