choosing by advantages - lean construction institute · choosing by advantages | 3 caution! cba...
TRANSCRIPT
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1.0 Why
2.0 What
Language
Four Principles
3.0 How Preparation
Elements
Tips
References/ SourcesThe Choosing by Advantages Decisionmaking System, Jim Suhr
OnecanbecomeaCertifiedMastersofCBAthroughJimSuhr’strainingpro-gramofferedperiodically.
Choosing by Advantages
“WEBELIEVETHATSOUND-
DECISIONMAKINGSKILLS
AREIMPORTANTFOR
EVERYONE;AND,THATSOUND-
DECISIONMAKINGSKILLS
AREESPECIALLYIMPORTANT
FORPEOPLEWHOMAKE
DECISIONSTHATAFFECT
OTHERPEOPLE.”| Jim Suhr |
A collaborative presentation from over a dozen experienced Lean IPD practitioners.
© 2015 Lean Construction Institute
CHOOSINGBYADVANTAGES | 2
1.0 Why
Whenapplied appropriately, Choosing byAdvantages (CBA)allows for visual and transparent decision making. It alsoalignswith the desired values and culture of Lean/IPD andallowsteamstoemphasizeaproject’svaluetoitsstakehold-ers (customers and clients).With CBA, decisionmakers canreach consensus, focusonoutcomes, andunderstandall ofthefactorsconsideredduringthedecision-makingprocess.
Many decision-making methods or systems are flawed, andcanthusleadtopoordecisionmaking.
CBA isadecision-making systemthatacknowledgesalldeci-sionsareessentially subjective–but thenguides thepartic-ipants towards basing the subjectivity on objectively discov-eredanddocumentedfacts.
JimSuhr,thecreatorofCBA,explains:“First,weteachpeoplehowtousecorrectdata.Second,weteachthemhowtousedatacorrectly.”
WithintheCBAsystem,languageisveryimportant.FivemajorCBAtermsaredefinedas:• Alternativesarepeople,things,orplansfromwhich
onewillbechosen.• An attribute is a characteristic, quality, or conse-
quenceofonealternative─oneperson,one thing,oroneplan.
• Anadvantageisadifferencebetweentheattributesoftwoalternatives.
• Factors are parts of a decision – such as a canoe-weight, stability, or color. Factors contain data thatare required formaking a decision. (A factor is notthesameasanattribute).
• A criterion is a standard, rule, or test on which ajudgmentordecision canbebased.A criterion is adecision that guides further decision making. Themeaningofthewordcriterionisnotthesameasthemeaningofthewordfactor.(Theyarealsonotattri-butesoradvantages.)
CBAisbaseduponthefollowingfourprinciples:1. The foundationprincipleof sounddecisionmaking:
Soundmethodsbasedecisionsontheimportanceofprospectivedifferencesamongthealternatives—notfactors, criteria, goals, roles, categories, objectives,attributes,prosandcons,andsoforth.(Thisprinciplewasrecognizedandvalidatedatleastthreecenturiesago.)
2. The fundamental rule of sound decision making:Soundmethodsbasedecisionsontheimportanceofadvantages—notadvantagesanddisadvantages.(Anadvantage isadifferencebetween theattributesoftwoalternatives.)
3. Theprincipleofanchoring: Soundmethodsanchordecisions to the relevant facts. (In theCBAvocabu-lary,methodsthatdonotbasedecisionsontherele-vantfactsarecalledunsoundmethods.)
4. The pivotal (critically important) sound–deci-sion-makingprinciple:Engineers,architects,leadersinorganizations,andso forthareprofessionaldeci-sionmakers. They need to learn and skillfully usesoundmethodsofdecisionmaking.
2.0 What
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CHOOSINGBYADVANTAGES | 3
CAUTION!CBAmustbe facilitated bysomeonetrainedandpracticedinCBA.Theprocesscanappeartobedecep-tivelysimple,butifitisappliedincorrectlyitwillyieldunsoundresults.
Thefacilitatorandparticipantsshouldbeawareofandguardagainstgamingthesystemtorailroadadecisionintoapredeterminedoutcome.
ItisrecommendedthatactiveparticipantsinaCBAeffortattendaone-hourintroductiontoCBAsessionthatisfacil-itatedbyanexpertuserofthesystem.
3.0 How
CBAisoftenusedwhenmultiplevariablesneedtobeconsideredtomakeaninformeddecision.Thismaymeanmultiplesolutionsexistbutateamcan’tdeterminethebestoutcome.Thisprocessis oftenusefulwhenvarious constituents are focusingon theirindividualneedsandnotthoseofotherstakeholders.CBAoftenleads to alternatives previously not considered as participantsgain adeeperunderstandingof theattributes, factors, criteria,andadvantages.Thisisanexcellenttooltodocumentthereasonsbehinddecisions,particularly ifpartiesnot involved inthepro-cessneedjustificationforthesecriticaldecisions.
CBAoffersmultiplewaystoreachbothsimpleandcomplexdeci-sions.Tobeeffectiveandsustainable,CBAshouldbeappliedtoanydecisionfacingateam.TeamsthatfrequentlyuseCBAreadilybuildatrustandfamiliaritywiththesystem.
CBA works well when teams are assessing mutually exclusivealternatives (for example, different HVAC systems or structuralframetypes forabuilding). Italsoworkswellwhenprioritizingresourceallocationsuchashowtobestapplylaborresourcesorwhichvalue-addoptionsshouldbeadoptedtogeneratethemostsavings.
AnexamplethatisoftenusedinCBAworkshopstoillustratethesedefinitionsisthechoicebetweentwocanoes:CanoeCandCanoeK.Inthecanoe-weightfactor,theattributeofCis65Pounds.Inthissamefactor,theattributeofKis75Pounds.
In this factor, the stakeholders (thosewho will be using the canoe) establishedthe following criterion: Lighter is better.
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