A case study in options choice

Abstract This paper considers the feasibility of applying an options‐choice methodology to a key decision in a large technological project, on the basis of interviews with the decision‐makers involved. The actual process by which the decision was made is described, and contrasted with that suggested by the methodology. Potential improvements which could have been achieved are identified, and the reaction of the decision‐makers suggests that it would have been feasible to use the methodology in this decision situation.