## 2 Decision-Making and Decision Quality  
In our daily lives, we always make decisions. In psychology, decision-making is regarded as the cognitive process resulting in the selection of a belief or a course of action among several possible alternative options [1]. Decision-making can be regarded as a problem-solving activity yielding a solution deemed to be optimal, or at least satisfactory [2]. While some of these decisions are good decisions, some of them can be decisions that may result in failures. Moreover, the stage of the project implementation at which the decision is made is also critical. Sometimes although the decision is good, its timing can be off, and the failure of the project outcome becomes inevitable. Figure 1 below shows four possible quadrants where one can locate the outcomes of the decisions that have been made. The upper right-quadrant shows the region in which the good decisions are mapped out. While a good decision is risking little for the opportunity gained, similarly, a bad decision can risk a lot for the opportunity to gain just a little. The lower left-quadrant, on the other hand, represents the decisions that take us to complete failures. When we cannot objectively assess the risks and when we have a poor perception of time, the project outcome is destined to fail miserably. Between these two diametrically opposite quadrants, a decision-making tool (which can also be a model) is needed to establish a balance. It is obvious that the more information the model must consider, the longer it will take to reach a decision. Again, fast algorithmic protocols such as artificial expert systems can help by, on the one hand, generating and processing a larger volume of information to improve the accuracy, and on the other, because of its high speed, making decisions in a timely manner.  
As a process, decision-making involves making choices by identifying a decision, collecting information, and assessing the viability of possible alternative resolutions. In searching alternative solutions, one should use their lateral thinking skills so that new paths or courses of actions can be constructed. An informed and effective analysis of the results for different alternatives (scenarios) should provide guidance towards a solution, which is identified as the one with a higher potential for reaching the desired goal. As a final step of the decision process, it will be necessary to examine the results of the decision and reach a conclusion whether the decision has met the identified need or not. If additional questions about the validity of the results still exist, it may become necessary to reiterate some of the steps of the decision-making process to modify the previous decision or to make a completely new decision (e.g., exploring some new alternatives).  
The decision quality concept defines the framework of a good decision. It is generally accepted as an extension of decision analysis to have a set of perceptions and tools that produce more clarity about the best choice in an uncertain and dynamic environment. Therefore, \"decision quality\" represents the quality of a decision at the moment the decision is made [3]. Decision quality also describes the process that leads to a high-quality decision [4]. It is important to reiterate that the quality of a decision depends on the quality and quantity of the information to inform the decision. Quality in information is achieved when the information is meaningful and reliable and reflects properly all uncertainties. Therefore, a properly implemented decision quality process enables the achieving of the goal under uncertain and complex scenarios. Figure 2 shows possible decision outcomes when mapped onto decision quality and onto risk and uncertainty management.  
Figure 1: Possible end results of a decision in view of timing of the decision and thoroughness of the decision process.