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1 | 1 | = Pugh-Matrix |
2 | 2 | :categories: strategic-planning |
3 | 3 | :roles: software-architect, team-lead, product-owner |
4 | | - |
5 | 4 | [%collapsible] |
6 | 5 | ==== |
7 | 6 | Full Name:: Pugh Decision Matrix (also Pugh Controlled Convergence) |
8 | 7 |
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9 | | -*Core Concepts*: |
10 | | - |
11 | | -Baseline comparison:: Compare alternatives against a reference solution |
12 | | - |
13 | | -Criteria weighting:: Assign importance to evaluation criteria |
14 | | - |
15 | | -Relative scoring:: Better (+), Same (S), Worse (-) than baseline |
| 8 | +== *Core Concepts*: |
16 | 9 |
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| 10 | +Matrix layout:: Criteria as ROWS, alternatives as COLUMNS |
| 11 | +Reference (baseline):: One alternative is designated as reference — scored entirely as 0/S |
| 12 | +Relative scoring:: Each alternative rated against the reference: Better (+), Same (S), Worse (−) |
| 13 | +Summary rows:: Σ(+), Σ(−), Σ(S), and Net Score per alternative at bottom of matrix |
17 | 14 | Structured evaluation:: Systematic comparison across multiple dimensions |
18 | | - |
19 | | -Iterative refinement:: Multiple rounds to converge on best solution |
20 | | - |
21 | 15 | Team decision-making:: Facilitates group consensus |
22 | | - |
23 | 16 | Hybrid solutions:: Combine strengths of different alternatives |
| 17 | +Iterative refinement:: Multiple rounds to converge on best solution |
| 18 | + |
| 19 | +Key Proponent:: Stuart Pugh ("Total Design", 1991) |
24 | 20 |
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| 21 | +== *Variants* (use as qualifier for consistent results): |
25 | 22 |
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26 | | -Key Proponent:: Stuart Pugh |
| 23 | +Unweighted 3-Point Pugh Matrix:: Original form. Default when no qualifier is given. |
| 24 | +Weighted 3-Point Pugh Matrix:: Criteria carry importance weights. Standard in Six Sigma / QFD contexts. |
| 25 | +Weighted 5-Point Pugh Matrix:: Finer granularity for closely ranked alternatives. |
| 26 | +Pugh Controlled Convergence:: Iterative multi-round process with elimination, hybrid creation, and reference rotation. |
27 | 27 |
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28 | | -*When to Use*: |
| 28 | +== *When to Use*: |
29 | 29 |
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30 | 30 | * Multiple viable alternatives exist |
31 | 31 | * Decision criteria are known but trade-offs are unclear |
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