Home Page for the Information Technology (IT) Discipline

"Decision Support Management"

Table of Contents

Introduction: Introduction: Introduction to Decision Support Management
Framework: Using This Artifact as a "Decision Support Management Framework"
Glossary of Related Terms: The "Decision Support Management Glossary"
Capabilities: Decision Support Management as an Enterprise Capability
Ownership: Clearly Defined Decision Support Management Ownership is Critical for Success
Verbs and Actions: Understanding Why Verbs and Actions are Important to Decision Support Management
Roles: Key Verb and Action Driven Roles For Decision Support Management
Taxonomy: Understanding Decision Support Management Classifications or Categorizations
Life Cycle (Lifecycle): Data Lifecycle Phases for Decision Support Management
Metrics: Decision Support Management Metrics
Services: Decision Support Management as a Set of Services (a.k.a. Decision Support Management Services)
Principles & Best Practices: Common Principles and Best Practices for Decision Support Management
Further Reading and Reference Material for Decision Support Management

Introduction: Introduction to Decision Support Management

This document represents an aggregated, ordered and contextualized view of the material we've been able to compile and publish that is related to the topic of "Decision Support Management." The goal is to make this page a landing and launch point for all things related to this topic. As our content becomes more complete and more accurate, this page should become a very useful and powerful knowledge base for this topic and all parties interested in it.

You'll find that the content for this document is consistent with that of other discipline related documents. This is intentional. The consistency is based on a knowledge pattern that helps individuals learn more about different topics, quicker and more efficiently. We hope you find the material useful and easy to learn.

It's important to realize that content in this document and any related sub-documents are constantly evolving. Therefore, we recommend you check for updates, regularly, to keep up with the latest material.

The Foundation always welcomes your feedback and suggestions for improvement, as we're always looking for ways to improve our solutions and offerings to the general community.

All solutions published by the Foundation are subject to the terms and conditions of the Foundation's Master Agreement.

Framework: Using This Artifact as a "Decision Support Management Framework"

This document or artifact, along with everything in it, is intended to act as a "Framework" that addresses various aspects of Decision Support Management.

The readers will notice that most sections in the Table of Contents (TOC) use a format where the TOC entry is prefixed with a topic name, followed by a short descriptive title (i.e. "TOPIC_NAME: TOPIC_RELATED_SECTION_TITLE"). This is intentional and represents a format by which the Foundation may achieve things like the identification of appropriate topic areas, the segregation of distinct topic areas from each other, the appropriate ordering of topic areas, and achieve the maintenance of consistency, both, within and across different IT Disciplines.

To elaborate, this artifact is intended to:

1. Organize different areas of the discipline known as Decision Support Management into clear and compartmentalized areas that allow the Foundation to more effectively and productively collect, document and publish information that pertains to this discipline.
2. Decompose each area of Decision Support Management into smaller and, therefore, more digestible units for more efficient learning and understanding.
3. Document common industry wisdom about each area, piece or subcomponent of Decision Support Management
4. Act as a set of Decision Support Management related best practices and guidelines that have been collected, documented, and published for the benefit of IT Professionals, regardless of their specific industry, line of business, or area of expertise.
5. Act as a consistent and repeatable pattern for documenting, publishing and learning, both, within this Discipline and across "all" Disciplines.

From the Foundation's perspective, if done correctly, all of the above will allow the Foundation to properly decompose, document and publish content related to each sub-area or sub-topic for each IT Discipline, including this specific discipline (i.e. "Decision Support Management").

From the reader's perspective, if done correctly, all of the above will allow him or her to easily find and learn about specific areas of interest associated with this and all other IT Disciplines in a manner where the reader may effectively consume and digest material in small atomic segments that act as repeatable and more effective learning units.

As this artifact evolves and progresses, the reader will see it address key areas of the professional IT Discipline "Decision Support Management" that range from its detailed definition through closely related terms, phrases and their definitions, to its detailed specification of Decision Support Management Capabilities, and all the way through to defining, delivering, operating and supporting Decision Support Management Services.

As mentioned previously, this document will continue to evolve and the Foundation recommends the reader check back, regularly, to stay abreast of modifications and new developments. It is also important to understand that the structure of this artifact may change to meet the needs of such evolution.

Glossary of Related Terms: The "Decision Support Management Glossary"

Language between IT professionals and the businesses we serve is often a significant barrier to success, as we often spend countless hours trying to interpret each other's meanings. This is often also true between IT professionals who are taught to use certain terms and definitions as part of the organizations and industries they serve. It's when you start to jump from organization to organization, from enterprise to enterprise, and from industry to industry that you realize how much time and effort is wasted on just getting language and meanings correct. For these reasons, the Foundation puts a great deal of focus on terms and phrases, as well as their corresponding definitions. We highly recommend you spend time learning and understanding all of the related terms and phrases, along with their meanings, for all areas of "Decision Support Management."

Decision Support Management Glossary

Centralized Decision Support Management	Decision Support Management Program
Decentralized Decision Support Management	Decision Support Management Project
Decision Support	Decision Support Management Reference Architecture
Decision Support Automation	Decision Support Management Release
Decision Support Capacity Management	Decision Support Management Report
Decision Support Catalog	Decision Support Management Reporting
Decision Support Catalogue	Decision Support Management Roadmap
Decision Support Configuration	Decision Support Management Role
Decision Support Configuration Item	Decision Support Management Schedule
Decision Support Configuration Management	Decision Support Management Security
Decision Support Cost	Decision Support Management Service
Decision Support Data Entity	Decision Support Management Service Assurance
Decision Support Database	Decision Support Management Service Contract
Decision Support Decommission	Decision Support Management Service Level Agreement (SLA)
Decision Support Delivery	Decision Support Management Service Level Objective (SLO)
Decision Support Dependency	Decision Support Management Service Level Requirement (SLR)
Decision Support Deployment	Decision Support Management Service Level Target (SLT)
Decision Support Document	Decision Support Management Service Provider
Decision Support Document Management	Decision Support Management Service Request
Decision Support File Plan	Decision Support Management Software
Decision Support Framework	Decision Support Management Solution
Decision Support Governance	Decision Support Management Stakeholder
Decision Support History	Decision Support Management Standard
Decision Support Identifier	Decision Support Management Strategy
Decision Support Inventory	Decision Support Management Supply
Decision Support Item	Decision Support Management System
Decision Support Lifecycle	Decision Support Management Theory
Decision Support Management	Decision Support Management Training
Decision Support Management Application	Decision Support Management Vision
Decision Support Management Best Practice	Decision Support Management Workflow
Decision Support Management Capability	Decision Support Metadata
Decision Support Management Center of Excellence	Decision Support Migration
Decision Support Management Certification	Decision Support Plan
Decision Support Management Class	Decision Support Portfolio
Decision Support Management Community of Practice (CoP)	Decision Support Portfolio Lifecycle Management
Decision Support Management Course	Decision Support Portfolio Management
Decision Support Management Data	Decision Support Processing
Decision Support Management Data Dictionary	Decision Support Record
Decision Support Management Database	Decision Support Records Management
Decision Support Management Demand	Decision Support Repository
Decision Support Management Dependency	Decision Support Reuse
Decision Support Management Document	Decision Support Review
Decision Support Management Documentation	Decision Support Schedule
Decision Support Management File Plan	Decision Support Schematic (Schema)
Decision Support Management Form	Decision Support Security
Decision Support Management Framework	Decision Support Software
Decision Support Management Governance	Decision Support Strategy
Decision Support Management Lessons Learned	Decision Support Taxonomy
Decision Support Management Metric	Decision Support Termination
Decision Support Management Operating Model	Decision Support Tracking
Decision Support Management Organization	Decision Support Tracking Software
Decision Support Management Plan	Decision Support Transaction
Decision Support Management Platform	Decision Support Unique Identifier
Decision Support Management Policy	Decision Support Verification
Decision Support Management Portfolio	Decision Support Version
Decision Support Management Principle	Decision Support Workflow
Decision Support Management Procedure	Enterprise Decision Support Management
Decision Support Management Process	Federated Decision Support Management
Decision Support Management Professional	Regional Decision Support Management
Decision Support Management Program

Please refer to the IT Glossary for other terms and phrases that may be relevant to this professional discipline.

Readers may also refer to the Taxonomy of Glossaries for terms and phrases that are semantically grouped according to IT Disciplines or enterprise domains.

Capabilities: Decision Support Management as an Enterprise Capability

A Capability, as it pertains to Information Technology (IT) or to an enterprise that an IT Organization serves, is defined to be "A manageable feature, faculty, function, process, service or discipline that represents an ability to perform something which yields an expected set of results and is capable of further advancement or development. In other words, a Capability is nothing more than "the ability to do something" or, quite simply, a Feature or Function. Therefore, when applied to an enterprise, a Capability represents a critical Enterprise Feature or Enterprise Function.

When it comes to Capabilities, there are multiple types that an enterprise needs to be aware of. Examples include but are not limited to:

• Business Capabilities: A set of Capabilities needed and/or offered by a Business.
• Information Technology (IT) Capabilities: A set of Capabilities needed and/or offered by an IT Organization.
• System Capabilities: A set of Capabilities needed and/or offered by a System
• Service Capabilities: A set of Capabilities needed and/or offered by a Service
• Organizational Capabilities: A set of Capabilities needed and/or offered by one or more Organizations.
• Enterprise Capabilities: A set of Capabilities needed and/or offered by an Enterprise (i.e. the combined set of all of the above).

As can be seen above, there are Capabilities that are associated with Resources, Organizations, and Assets such as Systems. All are important to an enterprise.

In the case of this IT Discipline (i.e. Decision Support Management), we use the word Capability in the context of an Enterprise Capability or an IT Capability, which are both equivalent to Enterprise Disciplines or IT Disciplines, respectively. In short, the Capability of Decision Support Management represents the ability to deal with any and all Decision Support Items and anything relevant that is related to or associated with any Decision Support Items.

If you think about it, a capability is really nothing more than a "verb" or "action that represents "the ability to do something." Understanding this allows us to derive a consistent and highly repeatable set of sub-capabilities for any Noun we're dealing with. For example:

• The ability to architect a specific Noun.
• The ability to copy a specific Noun.
• The ability to create a specific Noun.
• The ability to delete a specific Noun.
• The ability to design a specific Noun.
• The ability to edit a specific Noun.
• The ability to modify a specific Noun.
• The ability to purge a specific Noun.
• The ability to request a specific Noun.
• Etc. (The list is quite long.)

In summary, the implication is that the Enterprise Capability or Enterprise Discipline known as Decision Support Management is the superset of all the above Sub-Capabilities, as they pertain to or are applied to the discipline-specific Noun: "Decision Support." This now translates more specifically to:

• The ability to architect a specific Decision Support Item.
• The ability to copy a specific Decision Support Item.
• The ability to create a specific Decision Support Item.
• The ability to delete a specific Decision Support Item.
• The ability to design a specific Decision Support Item.
• The ability to edit a specific Decision Support Item.
• The ability to modify a specific Decision Support Item.
• The ability to purge a specific Decision Support Item.
• The ability to request a specific Decision Support Item.
• Etc. (The list is quite long.)

For a more complete list of very specific Capabilities/Disciplines, refer to the Foundation's Master Inventory of IT Disciplines. It is important to note that this inventory is in a flat or non-hierarchical form, specifically because "hierarchy" is almost always a matter of personal preference or context (what hierarchy is important to one Resource or Organization may be unimportant to another's needs or requirements). Therefore, the Foundation has published its inventory of Capabilities in a non-hierarchical, flat form.

This now brings us to a very obvious problem that surrounds Capabilities, which is the fact that there are simply too many "granular" or "specific" Capabilities to document and publish in any single Capability Model. The end result is that a Capability Model may become unwieldy because of trying to incorporate so many different specific Capabilities. Also, Capability Modeling "Purists," who all have their own (and very differing) opinions about how Capability Models should or should not be represented, almost always refuse to get into the details. To address this, we recommend using a generic set of Capabilities that map to and are driven by the Systems Development Life Cycle. For example:

• Identify and Solicit Demand for Decision Support
• Create and Set Strategy for Decision Support
• Perform Research on or for Decision Support
• Plan for the Delivery of Decision Support
• Identify Requirements for Decision Support
• Define and Design Decision Support
• Build or Construct Decision Support
• Control Quality of or for Decision Support
• Deliver Decision Support (to Meet Identified Demand or Desire)
• Operate and Support Decision Support

As you can see from the above, we now have a very limited, controlled and manageable set of Discipline-specific Capabilities for the Discipline Decision Support Management.

As a reminder, the above Capability representations are "suggestions" for baselining or initializing your own Enterprise Capability Model (ECM). It's recommended that you take the time to work with your enterprise stakeholders to improve upon and/or customize your own ECM so that you can help meet their needs. However, with that being said, it's always a better idea to go in with a baseline that you can modify rather than building your own solution from scratch, especially if your goals are to standardize, not reinvent the wheel, and not deviate too far from what other enterprises are doing to model their own environments. This is especially true if you've never had any experience building ECMs that have gained and maintained full adoption.

Why do enterprises perform Capability Modeling? Enterprises most often build Capability Models that are associated with Decision Support Management for the following reasons...

• To create a common enterprise language for the Discipline known as Decision Support Management.
• To create a common and reusable Decision Support Management Taxonomy (or a Taxonomy for Decision Support Management). Such Taxonomies can be used to help layout or structure an enterprise's Intranet (often for routing and/or traverse-ability) and tag Documents in Document Management Systems.
• To create a "Knowledge Map" or "Knowledge Model" for Decision Support Management. Such Knowledge Maps or Models can then be translated and used for structuring training programs, establishing Communities of Practice (CoPs), and defining and publishing things like policies, processes, procedures, and standards.
• To help categorize and structure Requirements during Requirements collection and analysis.
• To help map things like Applications, Software, and Hardware to the Capability areas of Decision Support Management.
• To help define enterprise Services, along with helping to understand who provides and consumes such services.
• To help understand what activities go on, in an enterprise, and who performs such activities.
• And much more...

Capability Modeling Recommendations: Some things to consider and keep in mind when working on or creating your Decision Support Management and Enterprise Capability Models...

• Try and keep "context" or "contexts" out of your core model. For example, your Decision Support Management Stakeholders may work hard to get what's important to them into the model (e.g. their "organizations" or organizational contexts), as opposed to what might actually be best for the enterprise. It's always a good idea to keep the model as pure as possible and keep such contexts out.
• While it's a good idea to keep contexts out of your core Capability Model, it will eventually become clear that Capability Contexts are, in fact, very important to your enterprise. You will have to find a way to model and represent such contexts, separately. For example, one context might be an organizational view of what organizations provide or consume specific Capabilities, such as Decision Support Management. Such contexts often represent "cross sectional" or "pivoted" views of your model.
• One of the quickest ways to lose the interest of your enterprise is to keep your model secluded or silo-ed in a spreadsheet or database and not publish it or use it for solving other problems in the enterprise. A good Enterprise Capability Model (ECM) helps get to better Service Management Models, better Document Management Taxonomies, and (most importantly) to better Knowledge Models that can be published as traversable content on your Intranet so that stakeholders can, find, learn about, better understand and use such Capabilities.
• Once you embark on building an ECM, you will undoubtedly run into the challenge that your Business doesn't speak in terms of "Capabilities." Remember, Capability Models are things that were designed by Information Technology (IT) Architects that, very often, have never worked in a Business, built a Business, or run a Business. Some times, it's better to build models using terminology your Business understands, such as "Services," "Features," or "Functions," all terms that most Businesses are far more familiar with. However, this should not be interpreted as a deterrent to keep you from embarking on building an ECM, should it be the right thing to do for your enterprise.
• You will be hard pressed to find many, if any, reusable Capability Models that can be used as solid reference material for your own models, which is why the Foundation has taken the time to document different aspects and issues associated with Capability Modeling and Capability Models.
• You will constantly be under pressure to help define and get your Business Stakeholders to understand what a Capability is. It's for this reason that you may want to use terminology that might be more common with Businesses, such as "Services," "Functions," and/or "Features."
• It's better to start with a model you can go into your Business Stakeholder meetings with, with the intent of improving upon what you have, than it is to go in with nothing at all and build your models from scratch.
• Do your best to work with your Decision Support Management Stakeholders to help verify and improve your Decision Support Management Capability Model.
• Don't assume that tools will help solve your Capability Modeling needs. It's always better to start simple and work your way up to tools, after you know what you want to achieve and can realistically achieve.
• Good Capability Models will be many levels or layers "deep." Modelers that think they can represent their entire enterprise or all its key Capabilities in just a few levels of hierarchy are fooling themselves or trying to fool those that they're trying to sell their models to.
• While Capability Models may look like "hierarchical" structures when building your first few layers, good Capability Models will eventually start to share common Capabilities in different areas of the model, forcing the model to take on the structure of a multidimensional "graph."
• Keep your model published and fresh so that the enterprise can see it and use it, immediately. The more eyes you have on your model, the faster it will improve.

Ownership: Clearly Defined Decision Support Management Ownership is Critical for Success

Here's a very simple fact... If an enterprise does not establish and enforce clearly defined Ownership (i.e. a Resources and his or her Organization are assigned as accountable ownership) for Decision Support Management, the enterprise has automatically set itself up for failure in its implementation of that discipline. Therefore, if you and your enterprise want to implement and maintain a successful solution for Decision Support Management, there must be a clearly defined Owner that can and will be held accountable for getting work done, providing transparency, helping with strategy setting, and coordinating implementation of Decision Support Management as a fully functional and mature enterprise Service.

Having clearly defined Ownership should not be confused with having fully dedicated Resources that spend one hundred percent of their time working on Decision Support Management. In fact, smaller enterprises can rarely afford to dedicate full time Resources, like larger enterprises can, to all enterprise IT Disciplines. This being the case, all IT Disciplines, including Decision Support Management, should "always" have clearly defined Owners so that there is always a clear point of accountability and contact for any issues or work that need to be addressed.

In addition to the common best practice of having clearly assigned Ownership for Decision Support Management, it is also considered a best practice to clearly publish and socialize Decision Support Management Ownership details to a centralized location (often referred to as a "Service Catalog" or an "Enterprise Service Catalog"), along with Ownership details for all other IT Disciplines, so that the entire enterprise has constant access to it.

Figure: How Ownership of the Capability Decision Support Management fits into the Canonical Model for IT

The above figure helps us understand how Capability or Discipline Ownership fits into the Canonical Model for Information Technology (IT) (i.e. "Think," "Deliver," and "Operate"). Owners are assigned to individual Disciplines or Capabilities, such as Decision Support Management, and are instantly made accountable to the enterprise for the results of all Decision Support Management Thinking activities (i.e. Strategy, Research, Planning and Design), all Decision Support Management Delivery activities (i.e. Construction, Deployment and Quality Assurance), and all Decision Support Management Operations activities (i.e. Use, Maintenance and Support). Done correctly, Decision Support Management Ownership is constant and ongoing. It's important to understand that such assigned Ownership should "never" end so that there is clear and constant accountability and transparency for all aspects of the Canonical Model to the enterprise.

Not having clear Ownership for Decision Support Management means that there is no clear understanding of who is accountable for it, who can provide understanding of what's going on within it, who can help the enterprise provide short term and long term descriptions of work being performed within the Discipline area to improve it over time for its customers, and who can help with getting work done that's associated with it. It means your or your enterprise's implementation for Decision Support Management will be highly incomplete and erratic because no one is constantly (or even partially) watching over the Discipline and its needs for maintenance and evolution. Not having clear Decision Support Management Ownership is a recipe for confusion and, sometimes, even chaos.

In summary, if you and your enterprise truly want to be successful with your implementation of Decision Support Management, ensure that a clear and highly accountable owner is identified and assigned to the Discipline. Publish those ownership details, preferably in an enterprise's Service Catalog, and socialize it so everyone knows whom to go to for answers and for help with Decision Support Management related work. In other words, if you want to implement Decision Support Management as an enterprise Service, then you absolutely must start with clearly defined, published and socialized Ownership.

Verbs and Actions: Understanding Why Verbs and Actions are Important to Decision Support Management

Throughout the Foundation's documentation, you will continuously run into the references of "Nouns and Verbs." These concepts are key to consistency and standardization, throughout the IT Industry, down to each and every IT Discipline. Given that we've discussed the impact of "Nouns" on the discipline of "Decision Support Management," this section will start to discuss the importance of "Verbs" or "Actions" that can be performed with or against the key Noun or Nouns associated with this Discipline. To reiterate, Verbs or Actions allow us to clearly understand what can be performed on or with the Noun in question. As will be discussed in the next section, Verbs or Actions will also help us clearly identify whom it is (i.e. the "who" or more specifically the Roles) that performs or executes such Verbs or Actions against a Discipline and its associated Noun or Nouns. As will be discussed later, Verbs or Actions will also help identify key Attributes (i.e. Field Names) that are necessary for the very data definition of the Noun or Nouns for this Discipline and will even help identify which Verbs or Actions can be automated for this Discipline.

As a reminder, the base Noun for the discipline known as Decision Support Management is: "Decision Support," which is sometimes referred to as a the Noun: "Decision Support Item."

By now, it should be becoming apparent that verbs represent a baseline for defining solid functional requirements and sub-capabilities for what would be a part of any good Decision Support Management System or Service. What this means is that if you and/or your Organization is looking for a solution in this space (e.g. the purchasing or building of a software solution or the implementation of a Service to address the needs of Decision Support Management), you could use discipline-related verbs to drive the foundation of what the solution should or shouldn't do, as mapped to specific stakeholders that will use or provide the solution.

Examples of the types of Verbs or Actions that are important to this Discipline include but are not limited to:

• Architect
• Create
• Edit/Modify
• Delete
• Design
• Copy
• Own
• Manage
• Etc.

The above list represents a very small subset of all Verbs or Actions that are relevant for this Discipline. The more complete set can be found in the Roles section of this document, where readers can see the direct correlation of Verb to Noun and to, both, Generic Role and Discipline Specific Role.

Roles: Key Verb and Action Driven Roles For Decision Support Management

An "action" or a "verb" is something that can be performed on or with a specific "noun." The reason it is important to itemize all relevant verbs is because we can now start to determine what we can or cannot do with the noun in question, where in this case the noun is "Decision Support."

Actions/Verbs	Example as Applied to "Decision Support"	Generic Roles	Discipline-Specific Roles
Administrate	Administrate Decision Support	Administrator	Decision Support Administrator
Approve	Approve Decision Support	Approver	Decision Support Approver
Architect	Architect Decision Support	Architector	Decision Support Architector
Archive	Archive Decision Support	Archiver	Decision Support Archiver
Audit	Audit Decision Support	Auditor	Decision Support Auditor
Bundle	Bundle Decision Support	Bundler	Decision Support Bundler
Clone	Clone Decision Support	Cloner	Decision Support Cloner
Code	Code Decision Support	Coder	Decision Support Coder
Configure	Configure Decision Support	Configurer	Decision Support Configurer
Copy	Copy Decision Support	Copier	Decision Support Copier
Create	Create Decision Support	Creator	Decision Support Creator
Decommission	Decommission Decision Support	Decommissioner	Decision Support Decommissioner
Delete	Delete Decision Support	Deletor	Decision Support Deletor
Deploy	Deploy Decision Support	Deployer	Decision Support Deployer
Deprecate	Deprecate Decision Support	Deprecator	Decision Support Deprecator
Design	Design Decision Support	Designer	Decision Support Designer
Destroy	Destroy Decision Support	Destroyer	Decision Support Destroyer
Develop	Develop Decision Support	Developer	Decision Support Developer
Distribute	Distribute Decision Support	Distributor	Decision Support Distributor
Download	Download Decision Support	Downloader	Decision Support Downloader
Edit	Edit Decision Support	Editor	Decision Support Editor
Educate	Educate Decision Support	Educator	Decision Support Educator
Export	Export Decision Support	Exporter	Decision Support Exporter
Govern	Govern Decision Support	Governor	Decision Support Governor
Import	Import Decision Support	Importer	Decision Support Importer
Initialize	Initialize Decision Support	Initializer	Decision Support Initializer
Install	Install Decision Support	Installer	Decision Support Installer
Instantiate	Instantiate Decision Support	Instantiator	Decision Support Instantiator
Integrate	Integrate Decision Support	Integrator	Decision Support Integrator
Manage	Manage Decision Support	Manager	Decision Support Manager
Merge	Merge Decision Support	Merger	Decision Support Merger
Modify	Modify Decision Support	Modifier	Decision Support Modifier
Move	Move Decision Support	Mover	Decision Support Mover
Own	Own Decision Support	Owner	Decision Support Owner
Package	Package Decision Support	Packager	Decision Support Packager
Persist	Persist Decision Support	Persister	Decision Support Persister
Plan	Plan Decision Support	Planner	Decision Support Planner
Purge	Purge Decision Support	Purger	Decision Support Purger
Receive	Receive Decision Support	Receiver	Decision Support Receiver
Record	Record Decision Support	Recorder	Decision Support Recorder
Recover	Recover Decision Support	Recoverer	Decision Support Recoverer
Register	Register Decision Support	Registrar	Decision Support Registrar
Relocate	Relocate Decision Support	Relocator	Decision Support Relocator
Reject	Reject Decision Support	Rejecter	Decision Support Rejecter
Remove	Remove Decision Support	Remover	Decision Support Remover
Replicate	Replicate Decision Support	Replicator	Decision Support Replicator
Report	Report Decision Support	Reporter	Decision Support Reporter
Request	Request Decision Support	Requestor	Decision Support Requestor
Restore	Restore Decision Support	Restorer	Decision Support Restorer
Review	Review Decision Support	Reviewer	Decision Support Reviewer
Save	Save Decision Support	Saver	Decision Support Saver
Search	Search Decision Support	Searcher	Decision Support Searcher
Split	Split Decision Support	Splitter	Decision Support Splitter
Sponsor	Sponsor Decision Support	Sponsor	Decision Support Sponsor
Store	Store Decision Support	Storer	Decision Support Storer
Strategize	Strategize Decision Support	Strategizer (or Strategy Setter)	Decision Support Strategizer (or Decision Support Strategy Setter)
Support	Support Decision Support	Supporter	Decision Support Supporter
Train	Train Decision Support	Trainer	Decision Support Trainer
Upgrade	Upgrade Decision Support	Upgrader	Decision Support Upgrader
Upload	Upload Decision Support	Uploader	Decision Support Uploader
Version	Version Decision Support	Versioner	Decision Support Versioner
View	View Decision Support	Viewer	Decision Support Viewer

At a minimum, the above list of Verbs can be used to help identify, track, and manage the basic "Features" required by and associated with Decision Support Management, even if your enterprise doesn't maintain a Capability Model that lists specific Decision Support Management Capabilities. Application designers, developers, and architects often find such Verb Lists or Feature Inventories to be invaluable.

Taxonomy: Understanding Decision Support Management Classifications or Categorizations

A Taxonomy, in its noun form, is defined as:

...a documented and orderly set of types, classifications, categorizations and/or principles that are often achieved through mechanisms including but not limited to naming, defining and/or the grouping of attributes, and which ultimately help to describe, differentiate, identify, arrange and provide contextual relationships between the entities for which the Taxonomy exists.

From this general definition, we can derive that the definition for a Decision Support Management Taxonomy is:

...a documented and orderly set of types, classifications, categorizations and/or principles that are often achieved through mechanisms including but not limited to naming, defining and/or the grouping of attributes, and which ultimately help to describe, differentiate, identify, arrange and provide contextual relationships between Decision Support Items, Entities or Types.

In short, what this means all means is that a Taxonomy is nothing more than a classification or typing mechanism and that a Decision Support Taxonomy is nothing more than a classification or typing mechanism that helps people and systems distinguish between different Decision Support Items, Entities, Types, Records or any other Decision Support Management element you can think of.

It's important to understand that Taxonomies can be as simple as a list of relevant terms or phrases with respective meanings or definitions or they can take on more complex forms, such as hierarchical and graphical model structures that can be homogeneous and heterogeneous in nature. More complex Taxonomies include examples such as "Visual Taxonomies" and "Audible Taxonomies" but, expect in the case of very special technologies, are typically out of scope for general Information Technology (IT) Operations.

The Foundation directs readers to its ever-evolving Inventory of Taxonomies for Standard Taxonomy suggestions. Specifically, readers may want to start with the Taxonomy of Taxonomies, which helps make it clear that the IT Industry is composed of many hundreds if not thousands of Taxonomies, Classifications, Categorizations or Types.

Life Cycle (Lifecycle): Data Lifecycle Phases for Decision Support Management

Data Lifecycle (or Life Cycle) for any and all data is the period from the "inception" of data through to its ultimately being "purged" from existence. This is no different for Decision Support Management related data.

Like the data associated with any other professional IT Discipline, Decision Support Management related data adheres to the following common Data Lifecycle Phases:

Figure: Decision Support Management Lifecycle Phases

1. Inception: Data is in it's raw idea-like form and is not ready for consumption by the general population because it has not been documented or registered, anywhere, in a formal manner.
2. Creation and Registration: Data is formally put into existence for day-to-day use by appropriate stakeholders.
3. Iterative Maintenance: Data is in a mode of constant use and is updated and modified, as needed, to meet the needs of daily use by various stakeholders.
4. Decommission and Deletion: Data is prepared for deletion and eventually deleted from daily operational use but still exists for administrative or organizational purposes, such as historical auditing. It can be restored to any one of its relevant last states and, therefore, can be brought back into existence for day-to-day use.
5. Purged From Existence: Data is completely removed from an environment with no means to restore or reconstruct it, without recreating it from scratch and with no guarantees that it will match it's previous state.

The above Life Cycle Phases represent the high level transitions that occur from the inception of Decision Support Items or Entities all the way through to their complete elimination from existence. A more detailed breakdown of these transitions or phases represents what are referred to as "Decision Support Management States."

Metrics: Decision Support Management Metrics

As with any professional Discipline, the place to start with when dealing with Decision Support Management specific metrics is with standard metrics categorizations. Standard Metrics Categorizations, or what are commonly referred to as "SMCs," include but are not limited to...

• Quantitative Metrics or, in this case, Decision Support Management Quantitative Metrics
• Qualitative Metrics or, in this case, Decision Support Management Qualitative Metrics
• Time Metrics or, in this case, Decision Support Management Time Metrics
• Utilization Metrics or, in this case, Decision Support Management Utilization Metrics
• Financial Metrics or, in this case, Decision Support Management Financial Metrics

Decision Support Management Quantitative Metrics: Quantitative metrics for Decision Support Management often revolve around the "counting" of key constructs that are associated with the Discipline. For example, the number of Decision Support Items or Entities that have been Created, Edited or Modified, Copied or Cloned, Destroyed, Archived, Restored, etc. (Note the correlations to key Decision Support Management Verbs!). Also, the counts for things like the number of Decision Support Management Stakeholders, such as but not limited to Paying Customers, End Users, Employees, Consultants, etc. are also very useful.

Decision Support Management Qualitative Metrics: Qualitative metrics for Decision Support Management often revolve around concepts such as Decision Support Management Defects, Failures, Problems, Incidents, and/or Issues. So, for example, if we were to capture the number of Decision Support Management Defects (i.e. their counts) over time, we could do things like see if Defect quantities are going up or down, over time, allowing us to explore that area for things like correlating Causes and Effects.

Decision Support Management Time Metrics: When dealing with Decision Support Management Time Metrics, there are usually two forms. The first was introduced in the previous paragraph, which has to do with capturing and measuring things like Quantitative or Qualitative Metrics, over time. In this case, we capture other metric categories, over time, with the intent to see how they change and perform, based on modifications to the Decision Support Management Operating Environment. The second form of Time related metrics has to do with system or operational performance, such as in the case of how long it takes to process a Decision Support Management Request, from the time it is created to the time the Requester gets a satisfactory deliverable that allows him or her to move on with his or her work.

Decision Support Management Utilization Metrics: Utilization Metrics specifically have to do with the consumption of Decision Support Management specific solutions or deliverables. For example, tracking the number of Decision Support Management Service Requests, over periods of time, along with their corresponding Decision Support Management Deliverables, allows one to measure how active Decision Support Management Services are against other Services that may exist within the Enterprise.

Decision Support Management Financial Metrics: As is always the case for any single Discipline, Financial Metrics for Decision Support Management always revolve around things like revenue, expenses, and profits, both, for operators of the Service or Services and for consumers of the Service or Services. For example, if a Decision Support Management Request is invoked by a Decision Support Management Customer (acting as the "Requester"), it becomes important to be able to identify and understand what the cost is to that Customer who is invoking the Request, and it also becomes important to understand why that cost is what it is. In the case of Services that do not yield revenue or profits, measuring costs is a strong way to, at very least, help understand the costs associated with each Service being performed by, within, external to, and for the Enterprise and its Customers.

Note: It's important to understand that, when it comes to metrics, enterprises should take a "Crawl," "Walk," "Run" approach to collecting, working with, and understanding them. That is, you cannot get to complex metrics collection, dissection, analysis, and understanding until you start with basic metrics and slowly work your way to more complex metrics representations.

Services: Decision Support Management as a Set of Services (a.k.a. Decision Support Management Services)

One of the most important concepts you will learn about Decision Support Management (or any Discipline, for that matter) is the notion of implementing the Discipline as an accountable, planned, controlled, transparent, and managed "Service."

In short, Services represent a logically "bounded" and repeatable sets of work types, activities or tasks that are performed by humans and/or machines, with the specific intent to provide outputs or deliverables, in the form of solutions for the requesting Stakeholders who are commonly considered the customers of such Services. In other words, we perform and/or provide a Service to deliver very specific solutions to very specific Stakeholders who are looking for a means to solve a certain problem they have.

Services can be performed manually (i.e. by people), automatically (i.e. by machines such as Computers), or by a combination of the two (i.e. a hybrid that is both manually and automated).

Decision Support Management Service Components: The successful implementation of Decision Support Management as a set of Services for your enterprise usually implies that a number of key components have been established to support it. These components are:

1. A clearly documented and socialized Decision Support Management Service Owner
2. A clearly documented and socialized Decision Support Management Service Provider, Organization or Group who is performing the Service or work
3. A clearly documented and socialized inventory of all Decision Support Management Service Inputs, including Decision Support Management Service Requests and any artifacts necessary to support such Requests
4. For every Decision Support Management Service Input, a clearly documented and socialized inventory of Decision Support Management Service Outputs, making it clear to consumers what they can expect to receive as a result of a successful Service Request
5. For every Decision Support Management Service Input, a clearly documented and socialized inventory of the work being performed by the Service Provider to achieve such Outputs or Deliverables
6. For every Decision Support Management Service Input, a clearly documented and socialized inventory Service Levels that can be used to set expectations and measure actuals against for said Service Outputs

Decision Support Management Ownership: The most important thing to understand about a Decision Support Management Service is that, in order for such a Service to be successful, there must be a clear and accountable Owner for it. That is, there needs to be a very clear and accountable named person or organization that owns and is fully responsible for the Service, all of its sub-Services and, most importantly, all of the Service's "Outcomes." Without clear ownership, Services are almost never successful. And, for those few occasions where Services are successful without clear ownership, you can assume that they're successful because the people working in those Service areas are acting as heroes, or... the those Services are just plain lucky (that kind of luck doesn't last for long).

Decision Support Management Service Inputs: There are typically two types of inputs to any Decision Support Management Service. The first is what is known as a "Decision Support Management Service Request" and the second really represents any and all supporting artifacts that are necessary to support such requests, including but not limited to Data and Information in the form of Documents, either electronic or paper in form. Many would argue that the "money" to pay for the Service execution of the Request would be the third but, for now, we will assume that payment is controlled through the Data and Information provided to the Service Operators, in support of the Request.

Decision Support Management Service Outputs: The outputs of any Service are often referred to as the Service's Deliverables. Therefore, the readers should be aware that the terms "Decision Support Management Outputs" and "Decision Support Management Deliverables" are synonymous and interchangeable. All work performed in any enterprise is, by default, a Service that is being performed for someone else and, therefore, all work or Services yield results. These results are the Service's Outputs or Deliverables and a good Service ensures that such Outputs are appropriately documented to the consumers of said Service. This means that for any given Decision Support Management Service Request Type or Category there will be one or more clearly defined and documented Outputs or Deliverables, making it clear to the consumer what he, she, or they will get in response to their Request. This can be as simple as an answer to a question or as complex as the Merger of two enterprises.

Decision Support Management Service Levels: Service Levels represent "performance agreements," contractual or otherwise, that dictate how well a Decision Support Management Service should perform, most often keeping the Customers, Consumers, Clients or End Users of the Service in mind. Decision Support Management Service Levels can come in many forms and are often worked out by the Customers paying for the Services and the Service Providers who sell or provide the Services. In many cases, Service Levels are also self-imposed by the Service Providers performing the Services as a means to set expectations for Service Customers. In short, Decision Support Management Service Levels are constraints, limitations, and/or expectations that are tied directly to Decision Support Management Service Deliverables. They represent measures for things like quality, efficiency, and cost against said Deliverables or Outputs that allow the consumer of such Services to measure what they actually get against what they expected to get.

Principles & Best Practices: Common Principles and Best Practices for Decision Support Management

A "Principle" is defined as being: "A professed assumption, basis, tenet, doctrine, plan of action or code of conduct for activities, work or behavior." Therefore, we can deduce the definition of "a Decision Support Management Principle" to be:

Decision Support Management Principle: "1. A professed assumption, basis, tenet, doctrine, plan of action or code of conduct for any activities, work or behavior associated with the Discipline known as Decision Support Management."

A "Best Practice" is defined as being: "One or more Activities, Actions, Tasks or Functions that often do not conform with strict Standards and that have evolved, over time, to be considered as conventional wisdom for consistently and repeated achieving Outcomes or Results that can be measured as being equal to or above acceptable norms." Therefore, we can deduce the definition of "a Decision Support Management Best Practice" to be:

Decision Support Management Best Practice: "1. One or more Decision Support Management related Activities, Actions, Tasks or Functions that often do not conform with strict standards and that have evolved, over time, to be considered as conventional wisdom for consistently and repeatedly achieving Outcomes or Results that can be measured as being equal to or above acceptable norms."

The plural form of this term would be "Decision Support Management Best Practices."

Common Decision Support Management related principles and best practices exist to help achieve higher than average expectations of quality and to ease in the implementation, support, operations, and future change associated with the solutions industry professionals put in place to address the needs of this Discipline and all its related stakeholders.

While this entire document is meant to represent and serve as a set of common principles and best practices for Decision Support Management, the following list represents a summary of some very basic examples of what implementers, supporters, and operators of Decision Support Management should constantly be working toward:

Principle or Best Practice	Description
Establish and always have very clear Ownership for Decision Support Management.	Establishing, publishing and socializing clear Ownership for Decision Support Management allows an enterprise and all its Resources, regardless of their geographic location, to assign accountability for all aspects of the Discipline. It also ensures that there's always at least one person that everyone can go to for transparency into the Discipline as well as for handling work that is associated with the Discipline.
Always use standard terminology for Decision Support Management, in order to standardize communications between stakeholders.	It is often argued that the biggest mistake you can make is to create your own words and/or your own definitions, when communicating with others. There is no place where this is more accurate than in the field of Information Technology. IT Stakeholders make up their own words and definitions far too often, or let their business constituents do so. When you make up words or definitions, or you let others do so, you're creating a grave injustice for your organization. Self invented terminology and grammar often leads to poor communications, which in turn leads to redundancy of solutions, higher complexity of environments, slower delivery times, and much higher costs. Therefore, the IF4IT always recommends that you leverage standard terminology for Decision Support Management, whenever possible.
Centralization of Decision Support related data.	While often impossible to centralize and collocate all Decision Support related data and information, especially in a geographically dispersed environment, Decision Support Management related stakeholders should always strive to centralize all data and information. The goals are to eliminate data fragmentation, improve source of truth for data, reduce the number of systems needed to support stakeholders, reduce the complexity of solutions, improve usability, and to ultimately reduce the costs associated with Decision Support Management.
Transparency of Decision Support related data.	Stakeholders should always strive to make any and all Decision Support Management data transparent to all other appropriate stakeholders, at a minimum, and often to the entire enterprises. The exception when private user data must be protected. Many stakeholders often make the mistake of treating internal operational data as private or protected. This often creates a data silo and will often lead to internally silo-ed organizations that revolve around such data silos.
Do not let "perfection" of Decision Support Management solutions stand in the way of "good enough solutions".	Often, Decision Support Management stakeholders "overthink" solutions, leading to the impression that best-of-breed or perfect solutions are more effective than "good enough" solutions. Experience tells us that "good enough" is, almost always, the better path to follow. We live in an age where technologies grow old in the blink of an eye. Even the implementation of something that looks perfect, today, will look antiquated, tomorrow. This is especially true if your enterprise doesn't have a long term funding plan and commitment to improvements and upgrades of the solution(s) put in place.
Follow industry Standards, Best Practices, and Guiding Principles for Decision Support Management, whenever possible".	One of the most common errors many enterprises make is to create solutions from scratch or without the guidance, assistance and/or experience of others who have created such solutions, before them. Whenever possible, the IF4IT recommends that you research existing Standards, Best Practices, and Guiding Principles to avoid the mistakes of others, while also gaining from their successes. Remember, we live in a vast world. Chances are very high that someone else has already experienced the pain you're about to create for yourself. Wise people will always look to learn from such people's experiences before they go down the road of implementing their own solutions.
Work toward and maintain a Single Source of Truth (SSoT), whenever possible.	While it may be impossible to truly maintain a Single Source of Truth (SSoT) for all data items at all times, especially in the case where the same data entity or instance enters an enterprise through unique data channels, it is an accepted, industry-wide best practice to always work toward such a goal.

Further Reading and Reference Material for Decision Support Management

The Information Technology (IT) Learning Framework. A tutorial that helps understand Information Technology and how disciplines, such as this one, fits into the bigger picture of IT Operations.