RMP.Application:5.5 - Decide whether the study is worth obtaining

Suppose the promised contribution is feasible within eight calendar weeks: four weeks of incoming requests, two more weeks with the assigned staffing and follow-up, then analysis and return. The estimated burden is 240 hours of additional approval work in the eight assigned branches over six five-day weeks, 24 hours of recording setup and checks, 32 analyst hours and 16 management hours: 312 staff-hours, against an authorized allowance of 340. Reallocated approval time also displaces other work; the decision owner considers that lost contribution, customer disruption and the value of a delayed decision rather than counting only the analyst’s invoice.

In this case the owner judges the prospective answer worth that burden because a supported reduction would change a recurring staffing choice, while an unsupported or harmful result would prevent that commitment. This is a supplied value judgement. A large uncertainty by itself would not make the study worthwhile. The same effort could be unjustified when the staffing choice is already settled, the result will arrive too late, or an adequate existing answer is available.

If no competent provider is available on useful terms, the plan has not been obtained. The manager can finish the current allocation decision with no new study, retain the observed stage delays and leave the additional approver’s causal effect unresolved. Alternatively, a worthwhile limited recording improvement can prepare a later decision. Specify what new availability, consequence or evidence would make reconsideration useful. Stopping expenditure neither proves the proposal ineffective nor increases confidence in it.