| Phase 4 | ||||||||||||||
| Analysis/Judicial Phase: Analysis Evaluation | ||||||||||||||
| Weighted Evaluation | ||||||||||||||
| Weighted evaluation assures optimum decisions. Good decisions are made by placing the proper | ||||||||||||||
| emphasis on all criteria. During evaluation it is important to discuss the following areas: | ||||||||||||||
| n | Needs versus desires | |||||||||||||
| n | Important versus unimportant | |||||||||||||
| n | Design trade-offs versus required functions | |||||||||||||
| Procedure | ||||||||||||||
| The recommended procedure for weighted evaluation has been broken down into two | ||||||||||||||
| processes, the criteria weighting process and the analysis matrix. The criteria weighting | ||||||||||||||
| process is designed to isolate criteria and establish their weights or relative importance. | ||||||||||||||
| 1. | On the criteria scoring matrix all criteria important in the selection of alternatives are | |||||||||||||
| listed. Criteria are compared, one against another, this series of comparisons being the | ||||||||||||||
| simplest way to achieve the evaluation. | ||||||||||||||
| In comparing two criteria, preference for one over the other is scored according to its | ||||||||||||||
| strength. (That is, 4=major preference, 3=above average preference, 2=average preference, | ||||||||||||||
| 1=slight preference). Criteria evaluated as equal are assigned a value of 1 each. Scores are then | ||||||||||||||
| tallied, the raw scores brought to a common base (normally 10 is used for the evaluation), and | ||||||||||||||
| the criteria and weights transferred to the analysis matrix. | ||||||||||||||
| 2. | In the analysis matrix, each alternative is listed and ranked against each criterion. The rank | |||||||||||||
| and weight of each constraint are multiplied and totaled. The alternatives are then scored | ||||||||||||||
| for recommended implementation. No alternatives are considered that do not meet | ||||||||||||||
| minimum criteria. | ||||||||||||||
| For example, if the budget is set, any alternative costing more than the budget is dropped. | ||||||||||||||
| The same with safety, environment, and codes; no idea is listed unless it meets basic project/owner | ||||||||||||||
| requirements. | ||||||||||||||
| This is to avoid letting one discipline dominate. Typically, the safety engineer will insist that the | ||||||||||||||
| safer item be selected at any cost. The design architect will insist on his design in all cases. The | ||||||||||||||
| maintenance engineer will focus on the lower-cost maintenance impact, regardless of other criteria. | ||||||||||||||
| The structural engineer will want the most overdesigned foundation system "to be sure". The | ||||||||||||||
| electrical engineer will insist on 100% extra capacity to ensure that adequate capacity will be available | ||||||||||||||
| in the building for the next 100 years. The mechanical savings energy will wind up becoming the | ||||||||||||||
| objective of the building, rather than "housing people". | ||||||||||||||
| 3. | Attached as an example, is a weighted evaluation of a car purchase. | |||||||||||||