Organizational Decision Process and ORASA Intervention

Moscarola, Jean

doi:10.1016/b978-0-08-030830-2.50016-7

Cited by 18 publications

(10 citation statements)

References 4 publications

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“…in this chapter that, although present in literature (see Simon 1957, Mintzberg et al 1976, Jacquet-Lagreze et al 1978, Checkland 1981, Heurgon 1982, Masser 1983, Humphreys et al 1993, Moscarola 1984, Nutt 1984, Rosenhead 1989, Ostanello 1990, Ostanello 1997, Ostanello and Tsoukias 1993, can have different interpretations. in this chapter that, although present in literature (see Simon 1957, Mintzberg et al 1976, Jacquet-Lagreze et al 1978, Checkland 1981, Heurgon 1982, Masser 1983, Humphreys et al 1993, Moscarola 1984, Nutt 1984, Rosenhead 1989, Ostanello 1990, Ostanello 1997, Ostanello and Tsoukias 1993, can have different interpretations.…”

Section: Preliminariesmentioning

confidence: 79%

Evaluation and Decision Models

Bouyssou

Marchant

Perny

et al. 2000

International Series in Operations Research &Amp; Management Science

298

206

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Section: Preliminariesmentioning

confidence: 79%

Evaluation and Decision Models

Bouyssou

Marchant

Perny

et al. 2000

International Series in Operations Research &Amp; Management Science

298

206

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“…to define the decision to make and the criteria to evaluate the alternatives. We assume the decision makers do not have a clear idea of the problem (Moscarola 1984). The questions supported are: What are the objectives and attributes?…”

Section: Stage 1: Design Business Problemmentioning

confidence: 99%

The ValXplore method: exploring desirability, feasibility and viability of business and system design under uncertainty

Hamida

Janković

Huet

et al. 2017

INCOSE International Symp

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In early design stages, business developers and systems engineers deal with uncertainties on the business problem, in line with the company's strategy. Before designing the system, the business developers need to set the boundaries of the business problem: What are the values to deliver to which stakeholders? What are their preferences? What are the future trends or the evolution of the markets and the external context? These questions regarding the uncertainties on the definition of the problem may not have answers and need to be investigated to assess the value robustness of the possible design alternatives. The aim of this work is to support decision‐making in business and system design thanks to a broad and rapid analysis of a large amount of business design alternatives under uncertainty. We introduce a decision‐making support method, called ValXplore, based on visual analysis and data analytics to explore the uncertainties on and in the business problem. The method was tested and validated on an industrial case study to assess the benefits and limits of the semi‐reusability of a launch vehicle. Both business developers and systems engineers can rapidly explore a broad space of alternatives to increase the value to the stakeholders, by performing sensitivity and uncertainty analyses.

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“…A decision aiding process has as object a concern of the client on which (s)he considers the allocated resources insufficient and estimates necessary the help of another actor (the analyst). The way in which the decision aiding process is structured depends on how the analyst perceives the client concerns, the problem situation in which the client finds (her)himself and on how the client perceives the analyst's methodological knowledge (for more details on the concepts of client and analyst, see Checkland, 1981;Moscarola, 1984;Norese, 1988;Rosenhead, 1989).…”

Section: Preliminariesmentioning

confidence: 99%