Validate whether the gap matters, compare realistic alternatives, choose a recommendation, and define ownership and measurement.
Use 10% of the effort defining the problem and 90% understanding impact, alternatives, and action.
PAR stands for Problem, Alternatives, Recommendation. Use it to turn an observed gap into a supported decision and an owned next step. Complete the sections in order, use evidence instead of assumptions, and involve the people affected by the change.
For a routine correction with one obvious, low-risk action, solve it directly instead of forcing a PAR.
Problem: Order handoffs average two days and create repeated rework.
Alternatives: Clarify the handoff checklist, automate the intake, or add equipment that removes the bottleneck.
Financial check: Use project ROI for the checklist or software change. Use capital ROIC for the equipment option.
Recommendation: Choose the option with the strongest supported impact and an owner who can measure the result.
Identifying a gap should begin the conversation, not end it. Decide whether this is specific, measurable, and worth pursuing before solving it.
Bring two or three possible solutions, compare impact and tradeoffs, and add ROI or ROIC only when financial analysis helps the decision.
Scoring guide: 1 = low and 5 = high. A high impact, speed, or confidence score is favorable; a high effort, cost, or risk score means a heavier tradeoff.
Start with the practical rule below. Add a calculator only when financial evidence will improve the decision.
Use project ROI for a process change, service, training, software, or other discrete initiative.
Use capital ROIC when the option requires equipment or another meaningful operating-capital commitment.
In most cases, choose one return view. Add both only when a finance owner needs both project and operating-capital perspectives. This is a decision aid, not an accounting policy: ROI can include equipment and ROIC can cover capital beyond equipment. Ask a finance owner to validate material or external reporting use.
Scoring guide: 1 = low and 5 = high. A high impact, speed, or confidence score is favorable; a high effort, cost, or risk score means a heavier tradeoff.
Start with the practical rule below. Add a calculator only when financial evidence will improve the decision.
Use project ROI for a process change, service, training, software, or other discrete initiative.
Use capital ROIC when the option requires equipment or another meaningful operating-capital commitment.
In most cases, choose one return view. Add both only when a finance owner needs both project and operating-capital perspectives. This is a decision aid, not an accounting policy: ROI can include equipment and ROIC can cover capital beyond equipment. Ask a finance owner to validate material or external reporting use.
Scoring guide: 1 = low and 5 = high. A high impact, speed, or confidence score is favorable; a high effort, cost, or risk score means a heavier tradeoff.
Start with the practical rule below. Add a calculator only when financial evidence will improve the decision.
Use project ROI for a process change, service, training, software, or other discrete initiative.
Use capital ROIC when the option requires equipment or another meaningful operating-capital commitment.
In most cases, choose one return view. Add both only when a finance owner needs both project and operating-capital perspectives. This is a decision aid, not an accounting policy: ROI can include equipment and ROIC can cover capital beyond equipment. Ask a finance owner to validate material or external reporting use.
Turn the analysis into a clear executive narrative: problem, target, alternatives, recommendation, implementation, and measurement.
A recommendation is not complete until someone owns the next move and success can be measured.
Break the recommendation into owned, dated actions.
Use this checklist to confirm the PAR is actionable before you export it.
0/8 readiness checks complete.
Use this when someone keeps identifying problems but struggles to help move solutions forward.
PAR V2 Recommendation Record PROBLEM VALIDATION Observed gap: — Current state: — Desired state: — Evidence: — Why current process may exist: — Affected people/processes: — Downstream risks: — Benefit justification: — Pursuit decision: — ALTERNATIVES RECOMMENDATION — IMPLEMENTATION Owner: — First next step: — Timeline: — Success measure: — Review date: — Risks to monitor: — Approvals / informed parties: — LEADER COACHING LENS Expectations: — Skills: — Barriers: — Authority/access: — Accountability next step: —