PACER Analysis

SS
Prof. Rahul K Shukla
E: rahul.shukla@xlri.ac.in
SPACE RACE

Ideally, it should contain:

S Scenario Analysis (It should be diagnostic in nature)

P The Problem
A The Alternatives
C Criteria for Evaluation
E Evaluation of Alternatives
R The Recommendation
A Model Structure?

• Presented as a step-wise arrangement but dialogue

between linear progression and iterative refinement

• A model for structuring your thinking—a logical

progression from making sense of apparent disorder to
implementation of a decision
1. Scenario Analysis

▪ Cause-effect analysis [KEY: Reasoning or argumentation]

▪ Sense making; identifying relevant pieces of information
▪ Leads to identification of:
Problem(s)
Cause(s) of the problem
Options
Criteria or norms (objectives) for the options to satisfy
 2. The Problem

• Situation analysis gives you a sense of “what is wrong”;

identify cause-effect relationships
• “What is wrong” deviation from “what is right”
• The gap (right – wrong; desired – actual) is the problem to be
corrected
• Thus, problem identification leads to goal setting (given or
derived goals)
• Identification of problem leads to: what are the ways of
reaching the goal state?
 Problem Solving

• Differentiate between the problem and the symptoms

• Problems and symptom are considered as same by most

or almost all people, but both words are much different
from each other.

• A problem can be solved as it has a solution for it, while a

symptom assists to recognize a problem.
Put Simply,

• Symptom: Headache
• Problem: Cold
Migraine
Acidity
Brain Tumour
 Contd.

• Cause: Reason for deviation from expected path. If clearly

identifiable can be addressed by a set of options.
• Effect: Symptom; observable gap between expectations
(objectives) and actual state. This is the ‘problem’ to be
overcome.
Problem Structuring

Structuring of the problem can be complex when multiple symptoms are to be

addressed. For example, profits are falling [SYMPTOM], and you have
identified TWO causes: fewer people buying your pizzas squeezing revenues
and excessive wastage leading to higher costs.

•Action called for on two fronts: DESIRED STATES:

• Bring back people to pre-drop level
• Bring down wastage to a specified norm

• Each front will have a set of options. Which option you choose is your
DECISION
Dilemma: for Clarification Only

A dilemma is a situation in which a difficult choice has to be made

between two or more alternatives. The alternatives solve the problem
no doubt. But, they may be equally attractive or equally unattractive in
terms of their technical constituents. Or, when it is a matter of ethics,
they may have a mix of ethical and unethical to varying degrees.

Characteristics of a dilemma situation:

•What is causing the dilemma is known. In other words, the cause/
problem is identifiable.
•There are multiple answers, which are, a priori, equally desirable or
equally undesirable.
3. The Options

•Alternative actions that can remove a cause or

address the symptoms
4. Criteria for Evaluation

Norms or goals meant for the options

What kind of goals are we referring to?
Contd.

• Which alternative is best from the point of view of process

goals?
• Norms to be met by any solution which can be called ‘best’
• Specific to the situation analyzed (universals affected by a
solution are cost, time, risk, efficiency—once you add
levels they become norms)
• Multiple criteria call for trade-offs or weights
(prioritization)
 5. Evaluation of Options

• How does each solution option fare against ALL criteria

• Avoid selective application of criteria
• Avoid selective identification of options for ALL criteria
• Map of the worth of each option as problem solver
For Backend Work, A Visual Tool Helps (Do not
put this in report)
6. The Recommendation

• Preferred solution or course of option

• Meets all (or) most (or) at least all the important

criteria—when latter prioritized

• If all options fare badly, revisit earlier stages

7. Action Plan

•Practical considerations in implementing the recommendation

•Anticipate consequences of implementing recommendation

•Interim targets and tolerable deviations (reference guidelines) help in monitoring

implementation
 8. Contingency Plan

•Deviations anticipated in previous stage may call for

modification of the action plan (including retraction)

•Contingency plans address ways in which intolerable

deviations have to be addressed

•Not always necessary, but provide useful guidelines during

monitoring of implementation
 9. Exhibits (if any)

• Tables, charts, graphs, worksheets, and other similar collections

of data which support the argument in your report
• Give brief, explanatory titles and number them according to the
order in which they are mentioned in the body of the report
• If only one or two small exhibits, box them in the text at the
appropriate point
• Place long exhibits at the end of the report
• No discussions, analysis, and interpretations in exhibits
• No orphan exhibits–tables/charts (not mentioned in the report)
 Legality Finance Reinstating Contractual Public Ire
artist’s Obligations
reputation

Take-down Notice Pros / Cons Pros / Pros / Cons Pros / Cons Pros / Cons
Cons

Do nothing Pros / Cons Pros / Pros / Cons Pros / Cons Pros / Cons
Cons

Claim the video Pros / Cons Pros / Pros / Cons Pros / Cons Pros / Cons
Cons