• ±20%
• ±50%
• ±35%
• ±5%

• To define key criteria for project decision-making
• To quantify intangible impacts
• To rank options against organizationally important criteria
• To confirm our ‘gut feel’ about a project

• Considering the same factors in multiple, separate criteria
• Checking your work for errors
• Weighting criteria by a factor of 2x
• All of these are examples of double-counting

• Weighting can be done at the discretion of the project manager
• An organisation should never weight MCA criteria
• High priority or importance criteria should be weighted with low scores
• High priority or importance criteria should be weighted with high scores

• That the project be abandoned and never spoken of again
• That project stakeholders be engaged as soon as possible
• That project planning commence on our preferred option
• That project delivery commence on our preferred option

Choose three (3) of the five (5) answer options

• A budget and time-frame for the planning process
• The final project budget
• The name and contact details of every stakeholder consulted
• Resource availability assumptions
• High-level time, cost, scope and quality expectations