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Chapter 2 • Foundations and Technologies for Decision Making 69

The second guideline is to “build insight, not black boxes.” The HP spreadsheet
model developers believe that this is important, because often just entering some data
and receiving a calculated output is not enough. The users need to be able to think
of alternative scenarios, and the tool does not support this if it is a “black box” that
provides only one recommendation. They argue that a tool is best only if it provides
information to help make and support decisions rather than just give the answers. They
also believe that an interactive tool helps the users to understand the problem better,
therefore leading to more informed decisions.
The third guideline is to “remove unneeded complexity before handoff.” This is
important, because as a tool becomes more complex it requires more training and exper-
tise, more data, and more recalibrations. The risk of bugs and misuse also increases.
Sometimes it is best to study the problem, begin modeling and analysis, and then start
shaping the program into a simple-to-use tool for the end user.
The fourth guideline is to “partner with end users in discovery and design.” By work-
ing with the end users the developers get a better feel of the problem and a better idea
of what the end users want. It also increases the end users’ ability to use analytic tools.
The end users also gain a better understanding of the problem and how it is solved using
the new tool. Additionally, including the end users in the development process enhances
the decision makers’ analytical knowledge and capabilities. By working together, their
knowledge and skills complement each other in the final solution.
The fifth guideline is to “develop an Operations Research (OR) champion.” By involv-
ing end users in the development process, the developers create champions for the new
tools who then go back to their departments or companies and encourage their cowork-
ers to accept and use them. The champions are then the experts on the tools in their areas
and can then help those being introduced to the new tools. Having champions increases
the possibility that the tools will be adopted into the businesses successfully.
The final stage is the handoff, when the final tools that provide complete solutions
are given to the businesses. When planning the handoff, it is important to answer the fol-
lowing questions:
• Who will use the tool?
• Who owns the decisions that the tool will support?
• Who else must be involved?
• Who is responsible for maintenance and enhancement of the tool?
• When will the tool be used?
• How will the use of the tool fit in with other processes?
• Does it change the processes?
• Does it generate input into those processes?
• How will the tool impact business performance?
• Are the existing metrics sufficient to reward this aspect of performance?
• How should the metrics and incentives be changed to maximize impact to the busi-
ness from the tool and process?
By keeping these lessons in mind, developers and proponents of computerized deci-
sion support in general and spreadsheet-based models in particular are likely to enjoy
greater success.

QuestiOns fOr the Opening vignette

1. What are some of the key questions to be asked in supporting decision making
through DSS?
2. What guidelines can be learned from this vignette about developing DSS?
3. What lessons should be kept in mind for successful model implementation?

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