MGMT530CourseProject
To Move or Not To Move
To Move or Not To Move
Mohamad Allan
DeVry University – Keller Graduate School of Management
Professor – Glen Macdonell
Managerial Decision-Making (MGMT530)
04/18/2015
Table of Contents
Executive Summary 3
Introduction – Overview of Decision Problem 4
Problem Statement 4
Objectives 4
Summary of Key Objectives: 4
Alternatives 5
Description of Alternatives: 5
Selection 5
Consequence Table with Original Values: Title 5
Ranking Alternatives: Title 6
Scoring Model: Title 6
Weighted Scoring Model: Title 7
Consequences 7
Risk Profile: Title 8
Implementation, Monitoring and Control 8
Timeline: 8
Summary 10
Works Cited 11
Executive Summary
To move or not to move, is a broad name for a lot of uncertainty decisions that we all have or had to make during our life. My project focuses on whether to move or not to move to several other locations depending on three objectives. Each objective was found according to my own needs in that location, the primary objective in that case is to be close enough to my fiancé.
Moving to South Padre Island is the best option regardless of the risks associated with it. Because for each decision we have to make, there are always risks associated along. South Padre Island will have the better option in being the closest to fiancé location, also has a good salary pay with benefits and high standard of living since it is a vocational spot.
Introduction – Overview of Decision Problem
Problem Statement
In today’s world, we always have to make decisions whether for a new car to buy with several options or a new house or even to start a new life somewhere new. I have to make a decision among three different locations on where to move next. Different variables will affect my decision making process depending on locations and needs.
Consider specifically addressing the following:
What is the general nature of the problem?
What event triggered the situation?
Are we imposing any constraints on the
To Move or Not To Move
Mohamad Allan
DeVry University – Keller Graduate School of Management
Professor – Glen Macdonell
Managerial Decision-Making (MGMT530)
04/18/2015
Table of Contents
Executive Summary 3
Introduction – Overview of Decision Problem 4
Problem Statement 4
Objectives 4
Summary of Key Objectives: 4
Alternatives 5
Description of Alternatives: 5
Selection 5
Consequence Table with Original Values: Title 5
Ranking Alternatives: Title 6
Scoring Model: Title 6
Weighted Scoring Model: Title 7
Consequences 7
Risk Profile: Title 8
Implementation, Monitoring and Control 8
Timeline: 8
Summary 10
Works Cited 11
Executive Summary
To move or not to move, is a broad name for a lot of uncertainty decisions that we all have or had to make during our life. My project focuses on whether to move or not to move to several other locations depending on three objectives. Each objective was found according to my own needs in that location, the primary objective in that case is to be close enough to my fiancé.
Moving to South Padre Island is the best option regardless of the risks associated with it. Because for each decision we have to make, there are always risks associated along. South Padre Island will have the better option in being the closest to fiancé location, also has a good salary pay with benefits and high standard of living since it is a vocational spot.
Introduction – Overview of Decision Problem
Problem Statement
In today’s world, we always have to make decisions whether for a new car to buy with several options or a new house or even to start a new life somewhere new. I have to make a decision among three different locations on where to move next. Different variables will affect my decision making process depending on locations and needs.
Consider specifically addressing the following:
What is the general nature of the problem?
What event triggered the situation?
Are we imposing any constraints on the
Cited: Hammond, J. (1998, March 1). Even Swaps: A Rational Method for Making Trade-offs. Retrieved April 18, 2015, from https://hbr.org/1998/03/even-swaps-a-rational-method-for-making-trade-offs The Consequence Table. (2013, June 15). Retrieved April 18, 2015, from http://www.structureddecisionmaking.org/steps/step4consequences/consequences2/ Understanding the Consequences of the Business Decisions You Fudge On | Bothsides of the Table. (2013, March 10). Retrieved April 18, 2015, from http://www.bothsidesofthetable.com/2013/03/10/consequences-and-the-decisions-we-make-or-dont/ Decision Matrix Analysis: Making a Decision by Weighing Up Different Factors. (n.d.). Retrieved April 18, 2015, from http://www.mindtools.com/pages/article/newTED_03.htm Decision Matrix. (2011, June 18). Retrieved April 18, 2015, from http://asq.org/learn-about-quality/decision-making-tools/overview/decision-matrix.html Kopeikina, L. (2005). The right decision every time: How to reach perfect clarity on tough decisions (1st ed.). London: Prentice Hall.