decision support - it’s more than data analysis · 2016. 6. 23. · facts and assumptions. fuel...

“Making the most of our dollars and sense”

Decision Support -It’s More Than Data Analysis

Karl A. Jehle

3 June 2016

Making the Most of Our Dollars and Sense

The CoE provides expert, on-demand, specialized financial analysis fordecision support to Air ForceInstallations & Major Commands

The CoE delivers• On-demand consultant support

• Clear, unbiased analysis

• Expert training

CoE Mission

2


Decision

Decision Support Process

3

Problem

Analysis

Packaging


Really about the Process The right analysis

• Good objective• Proper scope• Meets key information requirements of decision maker

Delivered at the right time• Before the decision has been made• Far enough in advance to accommodate necessary actions

Communicated in the right way• Presented in a manner best suited for the audience• Tailored to the requirements of the decision maker

4


AF 8 Step Process

Background

Conclusion

Analysis

Implementation Plan

5


AF 8 Step Process

Evaluate Alternatives

Make Decision

Background

Conclusion

Analysis

Implementation Plan

6

Implement

Evaluate


Agenda

Identifying the Issue and Objective

Analyzing the Issue, Facts & Assumptions

Scoping the Analysis

Alternatives

7

Making the Most of Our Dollars and Sense 8

Keys to Success


Identify the Issue

Define the purpose of the analysis• What is the problem/scope? Use root cause analysis

Identify the decision maker• Who will make the final decision?

Develop an objective statement• Keeps from solving the wrong problem


Why Use Tools?

Uses critical thinking as lead-in to creative thinking• Critical thinking = root cause analysis and objective statement• Creative thinking = alternative development

Encourages objective perspective of issue

Some formats commonly understood - brainstorming

Should save time drilling down to problem

If the issue is not identified, the analysis can’t solve it


Critical Thinking Tools

11

Affinity Diagram

Drill Down

Time Series

Decision Tree

5 W’s & H

Mind Mapping

Swim Lane

Flow Chart

Paretto Chart

Queuing

Influence Diagram

Six Thinking Hats

Statistics/Regression

Process Map

Causal Flow Diagrams

5 Why’s

Radar Chart

SWOT

LearningCurves

Sorting

Scatter Diagrams

Fishbone

Hypothesis Testing

Devil’s Advocate

Pros/ConsFixes


Five Ws

Journalism based technique dating back to the early 1900s that is used in research to gather factual information

Designed to elicit a factual answer – yes or no is not an adequate answer

I keep six honest serving-men(They taught me all I knew);Their names are What and Why and WhenAnd How and Where and Who.

“The Elephant’s Child” by Rudyard Kipling


Five Ws

Choosing whether to buy a car (and what kind)

Who: Me, the “commuter”

What: I think I need a “new” car

Where: City where I live (or maybe farther)

When: Before next Winter?

Why: “Old” car costing more to maintain and lacks features of newer models because of faulty heater, loose suspension, oil leak, and outdated technology

Problem: Car is not modern nor completely reliable -maintenance costs are increasing


Affinity Diagram

Uses brainstorming

Allows large numbers of ideas to be sorted into groups for review and analysis

• Record ideas on small cards or notes• Look for ideas that are related• Sort into larger groups until all have been used

To organize facts, opinions, & issues into natural groups


Affinity Diagram Example Before


Affinity Diagram Example After

16

People

Spouse and 2 kids – teen is

driving

Limited budget

Already telework some

days

Good credit

Transport

Car paid off –out of

warranty

Family van for school/kids

Car unavailable

when in shop

Rising maintcosts

Environment

Winter is coming

20 miles from work

Some neighbors

work in same area

Public transport available


5 Whys

Helps trace the chain of causality in a straight line from effect through to root cause

States the problem

Asks “why” until a root cause is determined

There can be more than one cause to a problem

“It’s not that I’m so smart, it’s just that I stay with problems longer.” – Albert Einstein


Denver Real Life ExampleProblem: It takes hours to complete a TANF (Temporary Assistance for Needy Families) application in Denver.Why does it take so long?- Because the application is long and applicants are distracted by their children.

Why are applicants distracted by their children?–Because the children sit with their parents.

Why are their children with them during the application process?–Because they can’t afford a babysitter.

Why can’t they afford a babysitter?–Because they are in need of TANF.

Solution – provide babysitting during the application process


Example of 5 Whys“I need a new car”

Friend: “Why do you need a new car?”– Answer: “I can’t afford the one I have anymore.”

Friend: “Why can’t you afford the one you have?”– Answer: “It costs too much to maintain and might affect my work.”

Friend: “Why does it cost too much and affect your work?”– Answer: “It has mechanical issues that cause it to be unreliable.”

Friend: “Why does it have mechanical issues?”– Answer: “It is 7 years old and stuff just breaks.”

Friend: “Why does stuff just break?”– Answer: “Honestly, I couldn’t afford preventative maintenance.”

Root Cause: Poor maintenance history

19


Study Structure Evolves Objective (from effect)

Assumptions (from uncertainty)

Alternatives (from causes)


Objective Statement

Sets the stage for the analysis

Must be unbiased

Should be succinct

Be reviewed by decision maker

Root cause analysis

Takes time to determine


Objective Statement

Find best car to replace old oneGood

Find best option to replace carBetter

Find most efficient and effective option to meet transportation needs

Even Better


Agenda




Alternatives

23


Analyze the Issue

Start gathering data• Determine background• Get different perspectives

Determine facts and assumptions

Determine evaluation criteria

Consider potential unintended consequences

May need to revise objective


Know the Decision Maker

What is their background?• Biography• Exec/chief of staff

What is important to them?• Goals/expectations• Risk averse?

Starting an analysis• Get agreement on objective and scope


Data Gathering

Background• Who needs transportation in the family• When is it needed and for how long• Available transportation• Costs: Insurance, repair, parking, fuel, lost time etc• Impact to work and private life• Weather and other environmental considerations• Disposable income and credit worthiness

Different perspectives• You• Spouse• Teen Driver• Other commuting neighbors• Boss• Others?


Facts and Assumptions

What is known• Facts and laws• Ground rules and constraints • Regulations and guidance

What is uncertain• Items that are “assumed” to be true

Importance of key assumptions • Change/scope analysis/recommendation• Assume risk

Revisit throughout analysis


What are some for our transportation question?

28

Facts and Assumptions

Fuel prices remain

constant

Availability ofother

transportation

Teen doesn’t

know how to drive manual

Job not changing

Old car can be

maintained

Spouse must have

transportation

Home location

not changing

Maintenance costs will

continue to rise

Discount/Inflation

Newer car

means less

problems

Period of Analysis

Base Year


Evaluation Criteria

What is important to the Decision Maker?

Sample criteria for transportation dilemmaCosts Flexibility MPG Safety ErgonomicsRisks Capacity Reliability Transmission

Possible perspective• Benefits: Ensure family can get to work, school, doctor, store etc

in a safe and efficient manner• Flexibility: Do CoAs provide ability for multi-purpose usage?• Costs: What are the costs, can we afford them, and do the

benefits justify them?• Risks: Am I at risk to lose my job loss due to lateness


Agenda




Alternatives

30


Scope and Design

Scope• Determine breadth/depth of analysis to address the problem• Derived from the objective

Design• Determine best structure to help the decision maker• Tailor within design

31


Scope and Design Continuum Not a set of discrete categories

Several variables considered• Magnitude/level of decision• Factors important to the decision/decision maker• Analysis level of effort• Timeliness – observe, orient, decide, & act (OODA) loop• Legal/regulatory requirements

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Large

Medium

Small

Minutes Hours Days

Time Available

Scop

e of

Pro

ject

33

BCA

BCA

PrOACT TIME SERIES

Scope and Design Continuum

Back of Napkin

PrOACTTIME

SERIES


Growing Scope Examples

Broken pipe

Facility

Base master plan

34


Broken Pipe Scenario

Waterline breaks in ops admin facility Friday afternoon

Floods portion of office space

Damage to ceiling tiles and exposed asbestos

35


Objective: Provide facility space for operations to continue in two days (Monday morning)

Other ops facilities are already too full

Not enough time for temporary facilities

Base gym only swing space available

Can cram functions into less affected areas of existing building and seal off the rest with plastic

36



CE provides leadership a quick “back of the napkin” overview of alternatives, costs, and risks

Small scope analysis• Business case analysis?• Economic analysis?• Strengths, weaknesses, opportunities, threats (SWOT)?• Problem, objective, alternatives, consequences, tradeoffs

(PROACT)

37



Paper rock scissors pic and transition

38


Facility Scenario

Operations continue in cramped space

Portion of workspace sealed off due to asbestos

Mold forming in ceiling and spreading

Carpet worn and walls discolored

HVAC inefficient and requires frequent maintenance

Estimated repair/renovation costs exceed $2M

39


Facility Scenario

CE thinks the repair/renovation project makes the most sense economically for this facility

Wants to make sure – compares to status quo and a new construction alternative

Leadership approval and additional funding will be required for all alternatives other than status quo

More formal economic or business case analysislikely required

40


Facility Scenario

41

Recommend New Funding Required ($M)

Total Life Cycle Costs ($M)

Weighted Benefit Score

No -$ 6.8$ 10.0

Yes 15.5$ 24.6$ 24.0

No 35$ 43.4$ 24.0

Alternative

Status Quo

Renovation

New Construction


Base Master Plan Scenario

42

Wing commander wants a broader perspective

Facility separated from other ops functions

Other base functions disjointed and use of facility space is inefficient, specifically CE facilities

Objective: What’s the best way to provide facilities for CE and Ops functions at Base X



43

Larger scope analysis probably best tool – BCA

Avoids sub-optimizing at the individual facility

Can be referenced in associated smaller analyses



44

NPV Primary Benefits Primary Risks Stakeholders (+) Stakeholders (-)

Status Quo $10M Getting the job done Inefficient opsBase ldrshp, personnel

Relocate into existing bldgs (no renovations) $12M

Improved mission efficiency

Timeliness, swing space,safety

Base ldrshp, personnel

Relocate into existing bldgs (w/ renovations) $80M

Improved efficiency/morale

Timeliness, swing space

Base ldrshp, Ops and CE personnel

Other base personnel

Optimize using existing (New Construction) $250M

Useful life/morale/ efficiency/safety Funding

Base ldrshp, Ops and CE personnel

MAJCOM/SAF, other personnel

Optimize w/ demo and New Construction $400M Maximum benefits Funding

Base ldrshp, personnel MAJCOM/SAF


Agenda




Alternatives

45


Alternatives

After initial critical review of issue time to get creative

Provide “trade space’ for decision maker

Challenges with alternatives• Cannot analyze all• Hard to be exhaustive

When creating, don’t: • Create in a vacuum• Self limit• Limit by objective


We can't solve problems by using the same kind of thinking we used when we created them. - Albert Einstein


Alternatives

Status Quo• Current state of operations• Identify key deficiencies• Establish a baseline for performance

Additional alternatives• Describe each alternative• Show how it fixes the problem• More than one way

Hybrid alternative might be recommended"The best way to have a good idea is to have a lot of ideas."- Griff Niblack


Brainstorm

49


Time to Think

Status Quo

Delay until major repair

Used Car

New compact car

New midsize car

Limo

Public transportation

Taxi

Take van, give car to wife

Carpool

Bicycle

Work from home full time

What are some alternatives to our car issue?


Alternatives

Feasible and infeasible alternatives

Analyze some

Talk briefly about others

Dismiss some outright

Status QuoUsed carNew compact or midsizeDelay until major repairCarpool

LimoTaxi

Take van, give spouse carBicyclePublic transportationWork from home full time


Unintended ConsequencesWatch Out!!!

Walmart cost cutting measures resulted in increased shoplifting

Circuit city fired highest paid employees – lost market share to Best Buy

Complicated passwords leads to writing them down

Use-it-or-lose-it budget policies intended to lead to more efficient distribution of resources may cause end of year “frivolous” purchases


DoD Application Flight simulators – lower cost, safer vs flying Issue – Where to place flight simulators Assumptions

• Simulators useful in meeting flight training requirements• Pilots unable to use simulators must conduct 24 hrs extra flying

Criteria• Cost – facilities and operators, TDY, flying hours, opportunity• Effectiveness/Efficiency – pilots trained with minimal wait

CoAs• Dispose of simulators as excess• Co-locate with other sims – minimize infrastructure/footprint• Place sims based on computer model – min cost & max use


Data analysis is only one key part of DS

Need to fully understand the problem

Developing an objective is critical

Assumptions can change/scope an analysis

Multiple alternatives lead to a better choice

Various techniques available for use

Summary


Try to do better than this!


QUESTIONS?http://go.usa.gov/KWGh

[email protected](720) 847-2100DSN: 847-2100


Question #1

Someone falls out of a thirty story building, but lives. With luck and their landing pad not being factors, how could they have survived the fall?

The person fell out of the first-story window.

A critical thinker might try to identify possible landing pads that would allow survival of a thirty-story fall, but the lateral thinker will realize that the scenario did not specify what floor the person fell out of. They can safely, within the logic of the scenario, conclude that the person fell out of a ground floor window.

57


Question #2

There are a dozen eggs in a carton. Twelve people each take a single egg, but there is one egg left in the carton. How?

The last person took the carton with the egg inside.

This question challenges our ability to break outside of patterns, and introduce concepts not provided in the context of the story. Since everyone else in the story takes a single egg, the last person taking the whole carton is a new, but not impossible

58


Question #3

A boat has a ladder that’s ten feet long, and hangs off the side of the boat, with its last two feet submerged in water. If the ocean tide rises five feet, how much of the ladder will be underwater?

Two feet.

If the ocean rises, so will the boat, and the amount of ladder under the water will remain the same. A critical thinker might be tempted to work out the math in this obvious trick question, but a lateral thinker will spot the attempt at misconstruction.

59


Question #4

There are ten birds perched on a fence. A farmer aims his rifle and shoots one. How many birds are left?

One – the dead bird that the farmer shot.

This is another trick question. Some people might want to answer seven, since the farmer only shot one bird, while others might want to twist the story and suggest the farmer indirectly killed the others while just firing a single bullet. The correct answer is one, because after the farmer fires a single shot, the other birds fly away, startled.

60


Question #5

Assuming there are 5 Billion people on Earth, what would be the product if you multiply together the number of fingers (including thumbs) on every person’s left hand? If you don’t know, estimate how many digits are needed to answer the question.

Zero – it only takes one person with no fingers on their left hand for the product to be zero

61


Question #6

A man buys rice at $1 a pound and sells it for $.05 a pound to the poor in India? As a result he becomes a millionaire. How is this possible?

He is a philanthropist who started out as a billionaire, but lost so much of his money helping the poor that he became a millionaire.

62


Session 2 -Recommendation and Presentation


Decision

Reminder - DS Process

64

Problem

Analysis

Packaging


Agenda

Develop Recommendation

Document Framework

Content Review and Coordination

Plan the Briefing

Deliver and Sell Tips

Data Presentation65


“A good decision is based on knowledge and not on numbers.” - Plato

“It doesn’t matter which side of the fence you get off on sometimes. What matters most is getting off. You cannot make progress without making decisions.” - Jim Rohn


Getting to a Recommendation

Collect inputs

Group data

Round 1: remove some alternatives

Round 2: contemplate remaining alternatives

Choose

Logic check

ReminderDecision criteria should be identified in the beginning

of the decision support process


Collect Inputs

Payback period

COSTS

STAKEHOLDERS

BENEFITS

RISKS


Group Data

Summarize relevant inputs on slides

Create bar charts

Put relevant info on summary chart

20-year NPVStatus Quo 5,500,000$ MILCON 25,000,000$ Add/Alter 10,000,000$ Lease 8,000,000$

Stakeholder Preferred Alternative(s)

Unfavorable Alternative(s)

Key Issues

Wing Commander

Add/Alter MILCON Cost and time

Building Occupants

MILCON or Add/Alter Status Quo

Bldg Conditions

Stakeholder Analysis


Group Data

Summarize relevant inputs on slides

Create bar charts

Put relevant info on summary chart


NPV CONS PROSStakeholder Perspective

Status Quo $ 5,500,000 Morale, Working

Conditions "Working"

now - MILCON $ 25,000,000

Time, lack of funding

Meets all needs +

Add/Alter $ 10,000,000 Not perfect solution Time; meets most needs +

Lease $ 8,000,000

Barely better than SQ; Add/Alter

dominates Time -





now - MILCON $ 25,000,000


Meets all needs +


Lease $ 8,000,000


dominates Time -

71

Round 1

Review alternatives to see if any can be dismissed• Fail a requirement• Dominated• Trade-offs

The remaining alternatives proceed to Round 2


Round 2

Contemplate remaining alternatives

DifficultSimple

JudgmentSingle Criteria Algorithm


Round 2: Key Questions

Financially viable: Does it make economic/financial sense to pursue, given competing priorities?

Optimal: Are resources being used in the best possible way?

Feasible: Can proposal work given all relevant factors and constraints?

Implementable: What are the associated risks and consequences of acquiring?

Consider strengths and weaknesses of each alternative


Choose


Stakeholder Preferred Alternative(s)

Unfavorable Alternative(s)

Key Issues

Wing Commander

Add/Alter MILCON Cost and time

Building Occupants

MILCON or Add/Alter Status Quo

Bldg Conditions

Stakeholder Analysis

COST DATA BENEFITS DATA STAKEHOLDER DATA




now - MILCON $ 25,000,000


Meets all needs +


Lease $ 8,000,000


dominates Time -


Logic Check

Choice

Review

Meet objective?

NOYES

Justify

NO

YES

Main reasons for choice

Criteria used

Highlight key benefits

Discuss sensitivities/risk

Make sense?

Return to Round 1/2


Agenda


Document Framework


Plan the Briefing


Data Presentation76


Executive Summary

Summarizes decision (not a cut and paste)

Focuses on key highlights (2 pages max)

Name the players

Highlight key elements

Describes reasons for choice

77


Background

Focuses analysis with objective statement

Describe the current process or state of operations the decision will impact

Highlights key assumptions

Explains the analysis process

Introduces alternatives

78


Background: Alternatives

Document all feasible and non-feasible alternatives

Reasons why some were infeasible

Comprehensive detail/specifics for each alternative• Changes in costs, processes/procedures, personnel,

equipment, facilities

Level of detail is scalable

79


Analysis

Pros

Uncertainty

80

Tools

Benchmarking

Tradeoffs


Conclusion

Provide a summary of analysis results

Compare/contrast key factors of analysis

Summarize why it’s important to stakeholders/decision maker

Make recommendation and provide rationale

Outline remaining issues

81


Implementation Plan

Discuss risks of recommended alternative

Communicate with all affected

Discuss required training

Identify sources of funding

Propose a schedule

82


Agenda


Document Framework


Plan the Briefing


Data Presentation83


Content Review - Proofreading

Grammar and mechanics• Proper grammar, punctuation, and spelling• Active voice• Issues with any of these elements make document unreadable

or confusing?

Headings• Be consistent• Only use sub-headings if you have more than one

Proofreading• Don’t rely on spell check• Acronym consistency

Make sure your document is “camera-ready”84


Figures/Charts in the Document

Make sure the size and fonts are easily read

Reference all the figures/charts in the body of the text

Explain the figure/chart BEFORE showing it

Use captions

85


Content Review - Quality

Organization• Clear purpose/objective• Effective transitions• Flow of ideas

Development and Support• Main points clearly developed and explained• Support/evidence for each main point is persuasive• The overall recommendation is clear• Evidence adequately cited

86

Document should stand alone


Coordination

Track your package• Some offices need a pre-coord• Stay engaged – utilize your organizational network• Know the players• Audit trail – keep all comments and correspondence

Handle non-concurrences• Who carries “clout” in the coord chain?• Incorporate appropriate suggestions into the final product• Pick your battles: is the issue THAT important?• Start over?

87

Consider the boss and schedule


Agenda

Document Framework


Plan the Briefing


Data Presentation

88


Plan for the Briefing

ABCs: Accurate, Brief, Clear Know your purpose Organizational context Key participants/stakeholders Be prepared!

• Play Devil’s Advocate• The gotcha question• You may not know the answer to every question

89


Types of Briefs/Purpose

Coordination• Secure coordinated effort and disseminate information

Informative• Keep listener abreast of situation • Supply specific information

Decision• Produce an answer to a question• Obtain a decision for specific problem

90

Know the goal of your brief


Organize the Briefing

Structure depends on context and content• BLUF?• Every organization usually has their own outline/framework

Outline/framework• Chronologically• Cause-effect• Problem-solution• Pro-con• Topically

Conclusion• Sum it up with decision point/proposal/solution

91


Agenda


Document Framework


Plan the Briefing


Data Presentation92


Deliver and Sell: Considerations One person or committee

Credibility

Decision maker’s priorities

Fit organizational goals/strategies

Likely objections

Similar precedent

Sponsor

93


Deliver and Sell: Strategies

Action is mandated

Fits our organizational strategy

Makes financial sense

Risk management - ORM

Shift in operating environment

94


Deliver and Sell: Follow-Up

Summary

Action plan (due-outs)

Initial information for next meeting

Information/education material as needed

95


Agenda


Document Framework


Plan the Briefing


Data Presentation96


Data Presentation - Prepare

Know your audience• What is the intended use of the data?

Tailor and highlight• Trends• Drivers• High priority areas

Does the data empower the decision maker? Or is it just noise?

97


A Few Presentation Formats

Tables

Line graphs

Bar charts

Choose the right one to get your message across

98


Tables

Presenting all data can be confusing

Use tables• When number of values are small• To complement other data presentation formats• To show trend details in a non-graphic manner

99


Guidelines for Tables

Column and row headers

Left/Right justify numbers in columns

Consistent formatting within and between tables

Consistent scales, units and decimal places

KEEP IT SIMPLE

100


Table Example

Is it easy to identify any trends?

101

Computers Desks Chairs Monitors Total2006 $14,000 $11,000 $7,000 $8,000 $40,0002007 $10,000 $13,500 $9,500 $5,000 $38,0002008 $12,000 $15,000 $9,500 $5,000 $41,5002009 $16,000 $14,000 $11,000 $8,000 $49,0002010 $5,000 $10,500 $9,000 $2,000 $26,5002011 $14,000 $11,000 $9,000 $7,000 $41,0002012 $16,000 $11,500 $9,000 $8,000 $44,5002013 $25,000 $13,500 $9,500 $17,000 $65,0002014 $25,000 $13,500 $10,000 $17,000 $65,5002015 $25,000 $18,000 $15,000 $17,000 $75,000

$486,000

Office Equipment Expenditures


Table Example (cont)

102

Is there still a better way to portray this data?

Computers Desks Chairs Monitors Total2006 $14,000 $11,000 $7,000 $8,000 $40,0002007 $10,000 $13,500 $9,500 $5,000 $38,000 -$2,0002008 $12,000 $15,000 $9,500 $5,000 $41,500 $3,5002009 $16,000 $14,000 $11,000 $8,000 $49,000 $7,5002010 $5,000 $10,500 $9,000 $2,000 $26,500 -$22,5002011 $14,000 $11,000 $9,000 $7,000 $41,000 $14,5002012 $16,000 $11,500 $9,000 $8,000 $44,500 $3,5002013 $25,000 $13,500 $9,500 $17,000 $65,000 $20,5002014 $25,000 $13,500 $10,000 $17,000 $65,500 $5002015 $25,000 $18,000 $15,000 $17,000 $75,000 $9,500

$486,000 $35,000

Office Equipment Expenditures Year-to-Year Change


Charts and Graphs

Often better and easier than Tables• Large amounts of data• Trends• Patterns• Idea of how things change

Deciding between type of graphs consider: • The purpose of the diagram• Is it the best way to convey the message?• Is it misleading?

103


Multiple-Line Graph

104


Total vs Funded Line Graph

105


Line Graph Guidelines

Normally used to show a change with respect to time

Use a sensible scale

Gridlines can help the eye to navigate the plot

If comparing 2 graphs use the same scale

Use a sensible number of tick points and labelling

ALWAYS label the axis

106


Misleading Line Graph?

107


3D Data Chart

108


3D Pitfalls

All four bars appear to be below their scale lines Area of the front and side faces seem proportional and all have the

same top surface First block will appear relatively bigger The data is represented accurately only in the front face

109


Use 2D to Highlight Differences

110


Stacked Bars

111


Presentation Exercise

What would you do with this data?

Service Enlisted OfficerArmy 452065 87610Navy 275296 51388Air Force 258095 64805Marine Corps 178213 20202Coast Guard 33228 8134

ACTIVE FORCE as of 30 Sep 2008

112


Exercise (cont)

113


Exercise (cont)

114


Exercise (cont)

1.2M .2M

115


Exercise (cont)

116


Exercise (cont)

1.2M .2M

117


Pie Charts

Represent the proportions of a total amount

It may be easier to read if the segments are ordered by size, from largest to smallest

Don’t use too many (or too few) segments

Group similar items together

Avoid

118


Summary

Have deliberate methodology for recommendation

Document details of analysis

Follow unit staffing procedures

Pay attention to details

Tailor brief to audience

Ensure charts convey intended message

119


QUESTIONS?http://go.usa.gov/KWGh

[email protected](720) 847-2100DSN: 847-2100

decision support - it’s more than data analysis · 2016. 6. 23. · facts and assumptions. fuel...

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