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转自一位程序猿朋友的QZone

 

Not all of the aforementioned steps may be necessary,
depending upon the impact; however, documenting the
impact is always required. (Remember that documenting
impact is a pivotal check and balance point in the decision
making process.) If you don’t write down a decision’s
potential impact, then you are inappropriately weighting
your own memory and intuition as the key determinates
for further evaluation. Writing the impact down forces
one to think critically and iteratively. By revisiting the
documented impact as analysis progresses, new impacts
may be realized that were not part of the initial assessment.
Conversely, documenting impacts identified in the early
stages of assessment greatly reduce the chances for those
initial impacts to be forgotten as the evaluation process
progresses.
Restructure the intangibles with quantification and
modeling. The goal is to reorient the data in ways that
support better analysis and integration into the overall
decision making process. However, due caution and
circumspection must be employed. The pun ‘garbage in
garbage out’ certainly applies.
Think holistically about the source, quality, and
interpretation of the data. This approach can help project
managers generate a more efficacious model.
The more accurate the model, the greater its effectiveness in helping
project managers make decisions about the matter at hand.
Seek out expertise. Expertise is invaluable in helping
project managers define the correct parameters for making
the decision at hand. Expertise is often the illusive
component necessary for developing and maintaining a
prioritized focus.
To truly facilitate effective decision making requires
appropriate application of the principles discussed, which
ultimately can only be achieved by taking a proactive and
disciplined approach. By thinking holistically and executing
iteratively, project managers can deliver consistent and
effective decision making that today’s customers have come
to expect.