Linking Phase 4 and Phase 5
Making the final decision for starting the actual implementation of the selected PSS project in the company.
PSS project team delegation:
  • PSS project leader accompanied by core team members and selected experts (having executed major part in the preceding phase, or in key roles in phase to come)

Management delegation:
  • Responsible management (board) member alone, or accompanied by selected staff, board members or external referees (e.g. university professor).

A moderator should be used during this meeting as in this decision node there is most likely to be tension in the roles of the project team and management. The project team is likely to act as an advocate of implementing the selected PSS and the management has to check the business rationale. A crucial decision must be made for entering the next phase that initiates the actual business implementation process (with important strategic consequences and investments to be made).  
Presentation by project team delegation of the complete results of the work from Phases 1-4.
  • The presentation will focus upon the selected PSS but include the results of the process aspects of the work executed (progress relative to planning, bottlenecks), the results (content), and stakeholder feedback. The project team should also make precise recommendations for the way that the actual implementation should be organised as they have deep understanding of all characteristics of the PSS proposed.
  • If no preferential PSS with clear benefits can be presented, the team proposes to stop the project.

The input presented is the basis for a discussion with, and validation by, the management team delegation concerning progress and choices.  In this decision node, key inputs are:
  • Project mandate and Project Plan
  • Results of the design, assessment and stakeholder processes of all four preceding phases, especially:
    • Detailed System Map showing the precise system organisation for the selected PSS action;
    • Detailed Offering Diagram showing the PSS basic, added-value and sub- functionalities;
    • Detailed Interaction Table describing PSS interaction steps and PSS components:
    • Sustainability Radar diagrams of the PSS.
Results of the decision node are:
  • Decision: go/hold/go-back/stop
  • Summarizing the key requirements of the selected PSS for implementation preparation (to be decided with the help of the System Map, Offering Diagram, Interaction Table and Sustainability Radar diagrams of the PSS).
  • Management feedback/decisions on each of the recommendations made by the project team
  • Date and deliverables for execution of the next phase
  • Decision on communication aspects (internal communication and  external communication to the stakeholders)
    • How should the results of the PSS project be communicated ?
    • How should the plans for the future be communicated?
All available tools of the previous phases can be used by the project team for making the presentation of the selected PSS and the process used. The team has to be very clear in visualising the PSS and providing a convincing business case for its implementation.
During the meeting decision making support tools may be used by a moderator.