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Monthly Archives: October 2008
Decision Driven® Information Architecture
Many of my previous posts have described the relationships among various types of knowledge: decisions, criteria, alternatives, requirements, risks, plans, etc. There’s method (actually science) to my madness; here’s the Decision Driven® Information Architecture that I believe illustrates how decisions … Continue reading
Posted in Decision Concepts, Decision Driven Innovation, Decision Driven Product Development, Decision Driven Strategy
Tagged alternatives, analysis tasks, criteria, decision, decision context, decision data, derived requirements, implementation tasks, information architecture, information model, issues, knowledge management, models, opportunities, opportunity growth, performance estimates, product development, requirements, risk mitigation, risks, strategy, systems engineering, traceability
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Situation patterns
Your job will typically fit into one of 3 patterns (roles, functions): Create: Innovate and define strategy, capabilities and solutions. Implement: Translate strategy, capabilities and solutions into reality. Operate: Manage, deliver, perform or support the stuff conceived and deployed by the other … Continue reading
Posted in Decision Patterns
Tagged career, decision network, decision-making, deployment, implementation, Job design, job roles, Kepner-Tregoe, knowledge flows, operations, problem analysis, project management, rational process, risk management, Situation Appraisal, strategy, thinking, thinking patterns
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Failure to leverage decision patterns
“Manage Decisions across Domains” is the fifth process within my Decision Driven® methods engine. That’s really consultant/nerd-speak for “Use decision patterns, dummy!” and “Never make a decision from scratch!” Decisions patterns are a precious form of intellectual property, but are often … Continue reading
Posted in Decision Concepts, Decision Driven Product Development, Decision Patterns
Tagged bad decisions, business acceleration, business process, core competencies, decision defects, decision faults, decision management, intellectual capital, intellectual property, platform engineering, product development, stage gates, time to capability, time to market
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Failure to manage decision consequences
Everyone believes that decisions have consequences, but many fail to proactively manage them. You can make a great decision, select a great alternative and still fail during execution. Here are a few examples of common “failure to follow-through” decision faults: Next … Continue reading
Common decision analysis errors
Yesterday I highlighted some common mistakes associated with failure to proactively identify and plan your decisions before diving into decision analysis. Even if you have correctly focused on a high-priority, well-framed decision (successfully answered the “What do we need to … Continue reading
Decision faults: failure to proactively plan your decisions
In my October 10, 2008 post, I introduced my belief that all faults are decision faults. Over the years, I’ve seen quite a variety of bad decision practices that lead to failure. Here are some decision faults that I lump … Continue reading
Posted in Decision Concepts
Tagged analysis plan, bad decisions, decision analysis, decision faults, decision framing, decision management, decision network, decision pattern, decision planning, decision priority, decision quality, proactive decision-making, problem analysis, root cause analysis, Situation Appraisal, thinking breakdown structure
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Capability roadmaps
I know this is counter-intuitive, but NOW is the time think strategically – NOW is the time to build a set of capability roadmaps for your organization! This month’s global financial meltdown makes you want to shrink your planning horizon … Continue reading
Posted in Decision Driven Innovation, Decision Driven Product Development, Decision Driven Strategy, Decision Patterns
Tagged capability roadmap, decison patterns, project portfolio, project priorities, roadmap, roadmap alignment, strategic alignment, strategic roadmapping, strategy, system of systems, thinking breakdown structure
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All faults are decision faults
Continuous process improvement methods use problem analysis (root cause analysis) to identify and confirm the cause-effect relationships that lead to defects. You cannot take effective corrective action until you understand the root cause of a process defect. Your current process or situation … Continue reading
Decision Driven® Methods Engine
The Decision Driven® Solutions Framework (DDSF) web service is based on a rich decision management methods engine. I’ve typically delivered this method to strategy, engineering, project and process teams in the form of a Decision Driven® Design workshop. The methods … Continue reading
Posted in Decision Concepts, Decision Driven Innovation, Decision Driven Life, Decision Driven Product Development, Decision Driven Strategy
Tagged capabilities, decision analysis, decision faults, decision management, decision-making, design, engineering, methods, proactive decision management, roadmapping, strategy, thinking process, training, workshops
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