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Project Ideation  •  79



                The FORECAST does not directly
                   affect the PAYOFF, only the
                          DECISION                   Actual
                                Forecast             Snowfall
                                                     Level
                     •  Calls for much snow               •  Higher than average
                     •  Calls for little snow             •  Lower than average


                                                             The two things that actually
                                Decision             Payoff   affect the PAYOFF are the
                                                             ACTUAL SNOWFALL
                     •  Buy plow contract                    LEVEL and the
                     •  Shovel yourself out                  DECISION itself.
                                             Payoff table
                    Key
                                 Decision  Outcome  Payoff
                    Chance node
                                 Hire plow  Much snow  Comfort, high cost
                    Decision node  Hire plow  Little snow  Comfort, high cost
                    Value node   Shovel self  Much snow  Discomfort, low cost
                                 Shovel self  Little snow  Comfort, low cost  Best payoff

             Figure 5.3
             Influence diagram example.
             Force Field analysis

             One of the best tools used to make decisions on green projects is force field
             analysis, developed by Kurt Lewin, an American social scientist. The rea-
             son that it is so effective as a decision-making tool for green projects is that
             the basis of the force field analysis is that the forces opposed to the project
             are measured against those that support the project. All forces should be
             considered including environmental responsibility (see Figure 5.4).
              There are also ways to weight or numerically prioritize the forces to be
             able to make a better decision. It is also a better decision because all of the
             forces, for and against, are identified. So aside from the high-level project
             description, how the project fits in with the business strategy of the orga-
             nization, and any other information collected in relationship to past proj-
             ects, green intent is considered as an input to project ideation. The output,
             then, would be a project charter that includes the green component.



             Cost-Benefit analysis
             Probably one of the more important decision-making tools for including
             green components is the cost-benefit analysis. The reason that it is such an
             important tool is within the structure of the analysis—green benefits as
             well as green costs can be documented. In March 2009, Sheila Blake of the
             city of Houston presented a cost-benefit analysis for Cool Roof to the EPA
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