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IWSP Publications
Reinventing the Workplace
Excerpt
- Weighted Criteria Matrix
Becker, F., Joroff, M., & Quinn, K. L. (1995).
Toolkit: Reinventing the Workplace. Norcross, GA: International
Development Research Council
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This publication was designed as a companion
volume to Reinventing the Workplace (1995), a report prepared
by the IWSP for the International Development Research Council.
Its purpose was to provide real estate, facility management, and
other design professionals with simple, practical tools and techniques
that they could use or adapt for use as they implemented new workplace
strategies.
Description
The weighted criteria matrix is a valuable decision-making
tool that is used to evaluate program alternatives based on specific
evaluation criteria weighted by importance. By evaluating alternatives
based on their performance with respect to individual criteria,
a value for the alternative can be identified. The values for
each alternative can then be compared to create a rank order of
their performance related to the criteria as a whole. The tool
is important because it treats the criteria independently, helping
avoid the over-influence or emphasis on specific individual criteria.
Why Use Weighted Criteria Matrix to Develop and
Review Workplace Solutions?
- The weighted criteria matrix can help organizations
narrow the list of options using criteria such as cost against
other criteria such as quality or efficiency.
How Else Can It Be Used?
- Use the weighted criteria matrix whenever
a decision or series of decisions are necessary in an IWS project.
- Managing Change: It can also be used to help
resolve conflicts during the change management stage of an IWS
project, and in the establishment of initial project goals.
Who to Involve
- All project team members should be involved
in the development of a weighted criteria matrix.
- When decisions will affect user groups, representatives
of those groups should have input to the weighted criteria matrix
process.
Source: Adapted from Joe Ouye, Facility Technics
Facility Management Consulting, 505 17th Street, Suite 300, Oakland,
CA 94612. Adapted by permission.
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Criterion
Weight
|
Criterion 1
Cost effectiveness for Division
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Criterion 2
Cost effectiveness for Company
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Criterion 3
Total Employee Satisfaction
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Criterion 4
Flexibility for Divisions
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TOTAL SCORE
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| ALTERNATIVE |
Raw Score |
Weighted Score |
Raw Score |
Weighted Score |
Raw Scoree |
Weighted Score |
Raw Score |
Weighted Score |
|
| 1. Status Quo (incl same
cost allocation scheme) |
0
|
N/A
|
0
|
N/A
|
4
|
4
|
0
|
N/A
|
4
|
| 2. Keep all divisions in
the same hub office, w/ private offices |
1
|
4
|
1
|
4
|
4
|
4
|
1
|
3
|
15
|
| 3. Keep all divisions in
the same hub office, with office sharing (2 salespeople to 1office) |
2
|
8
|
2
|
8
|
3
|
3
|
1
|
3
|
22
|
| 4. Keep all divisions in
the same hub office, with hoteling (3 salespeople to 1office) |
3
|
12
|
3
|
12
|
2
|
2
|
3
|
9
|
35
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| 5. All divisions to work
out of executive suites |
2
|
8
|
2
|
8
|
3
|
3
|
4
|
12
|
31
|
|
|
|
|
|
|
|
|
|
0
|
|
Cost effectiveness for division
|
Cost effectiveness for company
|
Employee satisfaction
|
Flexibility for divisions
|
|
0-Low
2-Medium
4-High
|
0-Low
2-Medium
4-High
|
0-Low
2-Medium
4-High
|
0-Low
2-Medium
4-High
|
Source: Joe Ouye, Facility Technics Facility Management
Consulting, 505 17th Street, Suite 300, Oakland, CA 94612. Used
by permission.
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