Decision Management Process

The purpose of the Decision Manag ent Process is to select the most beneficial course of project action where alternatives exist. This process is employed at any time in the project life cycle where the d and for a stakeholder decision exists, whatever the nature or source of that d aud, in order to reach specified, desirable, or optimized outcomes. Alternative courses of actiou are analyzed, and a roadmap is selected and executed. Decisions made, and their supporting rationale, are recorded for future scrutiny. Milestones and decision gates mark the most formal events of the Decision Management Process. Less formal decisions allow less formality however, all decisions must be documeuted, along with the supporting rationale, to support future decision making. 

The steps of the trade study in the Decision Management Process may be tailored for the size and complexity of the project, and are described as follows ... 

For all risk measures it is possible to estimate the risk level of the current process as well as the risk levels from incorporation of various risk reduction alternatives. Management can then use this information as an important input in the final risk decision-making process. 

In essence, the earlier components of this overall assessment process are mainly deterministic in character (albeit with some probabilistic elements), whereas the later stages are mainly probabilistic. Not all elements of the process are quantifiable (with any degree of confidence), however and the socicii-political-cultural context of any downstream decision-making process may be intensely uncertain. Such uncertainties make the process of risk communication and debate a complex and sometimes unpredictable undertaking. It is essential therefore that those elements of the risk management process that cein be objectively einalysed and evaluated (either qualitatively or quantitatively, as appropriate) are so assessed. 

Table 3 describes the main parts of an environmental risk assessment (ERA) that are based on the two major elements characterisation of exposure and characterisation of effects [27, 51]. ERA uses a combination of exposure and effects data as a basis for assessing the likelihood and severity of adverse effects (risks) and feeds this into the decision-making process for managing risks. The process of assessing risk ranges from the simple calculation of hazard ratios to complex utilisation of probabilistic methods based on models and/or measured data sets. Setting of thresholds such as EQS and quality norms (QN) [27] relies primarily on... 

Risk assessment is carried out to enable a risk management decision to be made. It has been argued that the scientific risk assessment process should be separated from the policy risk management process but it is now widely recognised that this is not possible. The two are intimately linked. 

Different methods are applied in the value chain management processes for decision support. Reference, optimization, simulation and analysis and visualization methods are distinguished as further detailed in section 2.3.3. 

Document Chemical Reactivity Risks and Management Decisions Process Knowledge and Documentation Process Risk Management Process Safety Information Process Hazard Analysis Operating Procedures Operational Control... 

Decision making, process risk management decisions, documentation, 105-106 Decision point, chemical reactivity tests, 90 Decommissioning, chemical reactivity hazard management, 25 Decomposition pressure test, chemical reactivity tests, 88... 

An important part of the risk management process involves informing consumers, industry and other stakeholders of the decisions made by regulatory authorities. However, this is a narrow view of risk communication that does not take into account the potential for dialogue between interested parties that can result in better decision-making. Understanding how consumers view the potential risks associated with food additives can help to avoid either under- or over-regulation. 

Another commentator adds, "Lots of time the decision-making process is really clear. .. it is not the person you talk to but two managers above or a fellow in the legislature who starts quoting data. They believe the scientist is some sort of manageable block and all of a sudden your number is going to be God s word. You are going to have to be protected in what you report."... 

Performance information for the incumbent resin was missing from the early parts of the decision-making process. The decision that the technical problem was the performance of the new resin was based on anecdotal information from plant personnel on the performance of the incumbent resin. That is, the plant personnel believed that the reject level for parts made from the incumbent resin was less than 5 %. A statistical analysis of the part defect rates was not performed. This lack of information early in the process allowed the plant manager to propose a poor technical solution without understanding the root cause for the defect. Later in the troubleshooting process, a statistical analysis of the defect rate indicated that the incumbent resin had a defect rate that was statistically equivalent to the new resin. 

Risk management combines the risk assessment with economic, political, public opinion, and other considerations to determine a course of action. These judgments seldom satisfy everyone. The principles of toxicology form the foundation for the risk assessment and ultimately for the risk management decisions. Individual and community involvement in the decision-making process is a critical part of developing sound policies to minimize risks to people and the environment. 

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