Any decision that is taken needs to be weighed in the end with the intention of finding out the pros as well as the cons. For example, a person working in a company is attempting to get their IT team to agree on a method which people will need to follow once they require help. This may be done with the intention of reducing the total number of queries that arrive at the helpdesk on a regular basis but some of the members on the team may be wary about the success of the process and they will question if it is going to work for different users. Despite the best efforts of the individual, it is not always possible to get people to agree on the best way to proceed with a plan and so, the person may decide to use the PMI (Plus, Minus and Interesting) tool in order to get a final decision.
After the first couple of minutes involving hectic brainstorming along with good-natured ideas of shouting, the scores may be tallied and it becomes possible to reach a conclusion that is effective and surprising. It may be found out in the end that the group which initially opposed the process is in the right – it may not turn out to be a good idea for the regular user, after all – and the person who gave the idea in the first place may be wrong.
Therefore, PMI is an important process which stands for “Plus, Minus and Interesting”, and it happens to be a handy and helpful upgrade to the technique of weighing advantages and disadvantages that people have made use of for several centuries. This article will deal with how it is possible to use PMI in order to take improved decisions and even view the existing issues and problems in separate ways.