An Aircraft Development Methodology Aligning Design and Strategy to Support Key Decision Making

2016 ◽  
Author(s):  
Frederic Burgaud ◽  
Christopher Frank ◽  
Dimitri N. Mavris
Keyword(s):  
Decision Making ◽  
Development Methodology

A Needle in a Haystack

2011 ◽  
pp. 310-320
Author(s):  
Chad J. Cray
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Empirical Research ◽  
Failure Rate ◽  
Project Managers ◽  
Decision Making Process ◽  
High Failure Rate ◽  
It Projects ◽  
Extant Literature ◽  
Development Methodology

Considering the high failure rate of information technology (IT) projects over the last 40 years, project managers should use all the tools at their disposal in order to make their project a success; however, more than half of all project managers fail to use a powerful tool that is readily available – a development methodology. A development methodology provides structure to a project, which facilitates communication, establishes expectations, enhances quality and promotes consistency. One potential reason project managers do not employ a development methodology is that selecting the correct methodology from among the hundreds available can be an overwhelming task. For this reason, understanding the decision-making process, and identifying those factors that influence it, is a worthwhile endeavor. While empirical research in this area is lacking, a review of the extant literature reveals several factors that are important when choosing a development methodology. In this chapter, many of these factors are identified, a model for categorizing them is proposed, and a model for selecting a methodology is presented.

Handbook of Strategic 360 Feedback

2019 ◽  
Keyword(s):  
Decision Making ◽  
Best Practices ◽  
Case Studies ◽  
Talent Management ◽  
Management Systems ◽  
Development Methodology ◽  
360 Feedback ◽  
Management And Development ◽  
Emerging Topics

Strategic 360 Feedback is defined as (a) having content derived from the organization’s strategy and values; (b) creating data that are sufficiently reliable and valid to be used for decision-making; (c) being integrated into talent management and development systems; and (d) being inclusive of all candidates for assessment. The handbook contains 31 chapters by leading practitioners in the field, organized into five major sections: 360 for Decision Making, 360 for Development, Methodology and Measurement, Organizational Applications (Case Studies), and Critical and Emerging Topics. It presents viewpoints from academics, scientists, practitioners, and consultants on best practices in the design, implementation and evaluation of many forms of multirater processes and technologies currently used to support talent management systems.

Ineffective Decision Making in Adopting an Agile Software Development Methodology

2010 ◽  
pp. 466-473
Author(s):  
John McAvoy ◽  
Tom Butler
Keyword(s):  
Decision Making ◽  
Software Development ◽  
Time Frame ◽  
Agile Software Development ◽  
Related Factors ◽  
Development Methodology ◽  
Longitudinal View ◽  
Software Development Methodology ◽  
Research Stream ◽  
Agile Software

Agile software development (ASD) is now widely used in the software development industry; accordingly, it has been the focus of research with studies featuring in a variety of journals—notable examples are special issues of IEEE Computer (Volume 36, Issue 6) and IEEE Software (Volume 20, Issue 3). The decision by organisations and project teams to adopt an agile methodology is of particular interest to researchers, with the main aim of such studies being to produce a tool or system to assist in that decision. Examples of this research stream are to be found in research by Boehm and Turner (2003, 2004), McAvoy and Sammon (2006), and Pikkarainen and Passoja (2005). Decision making in these treats it as occurring over a short time frame, ending with a specific decision. In Mintzberg, Raisinghani, and Théorêt (1976), decision making is seen to be bounded by the identification of a need for action and ends with a commitment to take specific action. Despite Mintzberg et al.’s (1976) bounding of decision making, commitment to a particular decision can not be assumed to last. The implementation of a decision is longitudinal— that is, its lifecycle is from the commitment to action through to the completion of the action or actions. Throughout the implementation of a decision, many more related decisions are made: for example, decisions based on such considerations as: Do we continue to adopt? Do we need to alter the original decision? Do we need to reassess the actions decided upon? The decision to adopt a software development methodology aligns more with a longitudinal view of decision making than with conceptualizations of decision making as a once off phenomenon. Robin and Finley (1998) argue that the operationalisation of a decision is more significant than the method adopted to arrive at the initial decision. Thus, it may be deduced that in investigating the adoption of an ASD, there needs be a consideration of decision making beyond that of a single meeting or decision point, and the focus broadened to include the impact of time on how decisions are made and actions taken. It is clear from the studies quoted that over the lifecycle of a decision various factors can impact on outcomes associated with decision taking. For example, the group that makes or applies the decision can have a major impact on resulting outcomes, which can be negative—McGrath (1984) for example, discusses many of the decision-related factors that group interaction can influence.

Florida’s Efficient Transportation Decision-Making Process: Laying the Technology Foundation

2003 ◽  
Vol 1859 (1) ◽  
pp. 19-28 ◽  
Author(s):  
Ilir Bejleri ◽  
Ruth Roaza ◽  
Alexis Thomas ◽  
Tom Turton ◽  
Paul Zwick
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Decision Making Process ◽  
Multiple Sources ◽  
Standard Format ◽  
The Public ◽  
Development Methodology ◽  
Use Of Technology ◽  
Project Data ◽  
The Cost

In response to “environmental streamlining” legislation passed by the U.S. Congress as part of the Transportation Equity Act for the 21st Century, Florida has undertaken efforts to implement more efficient transportation planning and environmental review. These efforts have led to the development of the Efficient Transportation Decision-Making Process (ETDM Process), which redefines how Florida will accomplish planning and project development. A rather unique aspect of Florida’s streamlining approach is the integration of information technology as a vital foundation for the process. The development of Florida’s ETDM Process is described and evaluated, focusing on the information technology component. This component was developed as an interactive Internet-accessible geographic information system database. It integrates resource and project data from multiple sources into one standard format, provides quick and standardized analysis of the effects of the proposed projects on the human and natural environment, and supports the effective communication of results among all stakeholders, including the public. The use of technology is expected to reduce the cost of agency participation in the process and produce better, timely transportation decisions that reflect the proper balance among land use, mobility, and environment. Main topics include application design and development methodology, its integration in the ETDM Process, and how it has been received by the user community to date. Its benefits are evaluated, and recommendations for developing integrated technologies in support of streamlining efforts are provided.

E-management of supply chain: general models taxonomy

2002 ◽  
Vol 21 (2) ◽  
pp. 95-113
Author(s):  
Charu Chandra ◽  
Sameer Kumar ◽  
Alexander V. Smirnov
Keyword(s):  
Decision Making ◽  
Supply Chain ◽  
Automotive Industry ◽  
Global Economy ◽  
Conceptual Modelling ◽  
Chain Management ◽  
Reusable Components ◽  
Goods And Services ◽  
Knowledge Based ◽  
Development Methodology

The management of Supply Chain Systems is one of the major issues that a firm has to deal with in today's global economy. The purpose of this type of system is to transform incomplete information about the market and available resources into co-ordinated plans for production and replenishment of goods and services in the network formed by co-operating units. One of the goals of Internet-Based Management (e-management) is to facilitate transfer and sharing of data and knowledge in the context of supply chain structures. Knowledge-based modelling tools for supply chain management utilise reusable components and configure knowledge as needed, in order to assist users (agents) in decision-making. This paper discusses a generic development methodology for e-management and conceptual modelling of supply chains. For illustration, applications from the automotive industry have been utilised.

Using Systems Engineering for the Development of Decision Making Support Systems (DMSS)

2013 ◽  
pp. 23-42
Author(s):  
S. Vallance ◽  
A. Duffy ◽  
R. I. Whitfield ◽  
K. Mendibil ◽  
A. Hird ◽  
...  
Keyword(s):  
Decision Making ◽  
Resource Management ◽  
Systems Engineering ◽  
Systems Approach ◽  
Support Systems ◽  
System Development ◽  
Development Methodology ◽  
System Development Methodologies ◽  
Decision Making Support

Decision Making Support Systems (DMSS) can mitigate the risks involved in highly uncertain processes where novelty is high, such as NPD resource management. However such systems manipulate complex organisational information and require embedding within the business it operates within. There is a risk of poor acceptance in the business if the DMSS does not take into account a number of business related considerations. Utilising a systems approach literature was analysed, from which a set of considerations pertinent to the development of DMSS was elicited. Through the assessment of a number of System Development Methodologies (SDM), it was found that no one System Development Methodology (SDM) took into account all considerations identified. There is therefore a clear gap in current research and a real need for such a methodology which addresses the considerations identified.

Using Systems Engineering for the Development of Decision Making Support Systems (DMSS)

2011 ◽  
Vol 3 (4) ◽  
pp. 35-54
Author(s):  
S. Vallance ◽  
A. Duffy ◽  
R. I. Whitfield ◽  
K. Mendibil ◽  
A. Hird ◽  
...  
Keyword(s):  
Decision Making ◽  
Resource Management ◽  
Systems Engineering ◽  
Systems Approach ◽  
Support Systems ◽  
System Development ◽  
Development Methodology ◽  
System Development Methodologies ◽  
Decision Making Support

Decision Making Support Systems (DMSS) can mitigate the risks involved in highly uncertain processes where novelty is high, such as NPD resource management. However such systems manipulate complex organisational information and require embedding within the business it operates within. There is a risk of poor acceptance in the business if the DMSS does not take into account a number of business related considerations. Utilising a systems approach literature was analysed, from which a set of considerations pertinent to the development of DMSS was elicited. Through the assessment of a number of System Development Methodologies (SDM), it was found that no one System Development Methodology (SDM) took into account all considerations identified. There is therefore a clear gap in current research and a real need for such a methodology which addresses the considerations identified.

Discarding optimality: Throwing out the baby with the bathwater?

2018 ◽  
Vol 41 ◽  
Author(s):  
Patrick Simen ◽  
Fuat Balcı
Keyword(s):  
Decision Making ◽  
Perceptual Decision Making ◽  
Reward Rate ◽  
Perceptual Decision ◽  
Standard Observer ◽  
Rate Maximization ◽  
Reward Rate Maximization ◽  
Descriptive Standard ◽  
Observer Model

AbstractRahnev & Denison (R&D) argue against normative theories and in favor of a more descriptive “standard observer model” of perceptual decision making. We agree with the authors in many respects, but we argue that optimality (specifically, reward-rate maximization) has proved demonstrably useful as a hypothesis, contrary to the authors’ claims.

LPCD framework: Analytical tool or psychological model?

2018 ◽  
Vol 41 ◽  
Author(s):  
David Danks
Keyword(s):  
Decision Making ◽  
Analytical Tool ◽  
Mathematical Framework ◽  
Bayesian Decision ◽  
Perceptual Decision Making ◽  
Psychological Model ◽  
Psychological Reality ◽  
Psychological Theories ◽  
Target Article ◽  
Bayesian Decision Making

AbstractThe target article uses a mathematical framework derived from Bayesian decision making to demonstrate suboptimal decision making but then attributes psychological reality to the framework components. Rahnev & Denison's (R&D) positive proposal thus risks ignoring plausible psychological theories that could implement complex perceptual decision making. We must be careful not to slide from success with an analytical tool to the reality of the tool components.

Elaborating the role of reflection and individual differences in the study of folk-economic beliefs

2018 ◽  
Vol 41 ◽  
Author(s):  
Kevin Arceneaux
Keyword(s):  
Decision Making ◽  
Individual Differences ◽  
Cognitive Processes ◽  
Evolutionary History ◽  
Behavioral Responses ◽  
History Of ◽  
Economic Beliefs

AbstractIntuitions guide decision-making, and looking to the evolutionary history of humans illuminates why some behavioral responses are more intuitive than others. Yet a place remains for cognitive processes to second-guess intuitive responses – that is, to be reflective – and individual differences abound in automatic, intuitive processing as well.

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