The Matrix
One quick way to add structure to DA is through the introduction of a matrix. Perhaps the most basic is the so-called "T" matrix. The idea is to list the factors in favor of an idea on one side and the opposing ideas on the other. Here is one possible example:

There are no "hard and fast" rules for creating the "T" matrix. In the example offered, a visual indicator, i.e. a bar, and a metric have been assigned.

The Decision Matrix
According to the ASQ Quality Resources page on decision matrices, a decision matrix should be used when:

1. a list of options must be narrowed to one choice.
2. the decision must be made on the basis of several criteria.
3. a list of options has been reduced to a manageable number by list reduction.

Procedure:

1. Discuss and refine the list of criteria. Identify any criteria that must be included and any that must not be included.
2. Reduce the list of criteria to those that the team believes are most important.
3. Assign a relative weight to each criterion, based on how important that criterion is to the situation.
4. Draw an L-shaped matrix. Write the criteria and their weights as labels along one edge and the list of options along the other edge. Typically, the group with fewer items occupies the vertical edge.
5. Evaluate each choice against the criteria.
6. Multiply each option’s rating by the weight.

Example:
The following example was taken from the ASQ decision matrix resource page. Imagine a restaurant plagued with long wait times. The matrix was constructed by using the procedure listed above; the idea is that decision makers should consider the ranking when making decisions.

Pareto Analysis
Pareto analysis is named after the famous Italian thinker Vilfredo Pareto. You may have heard of this principle as the 80/20 rule. In short, 80% of the effects came from 20% of the causes. The importance to decision analysis is clear: isolate the vital few causes and leverage those same causes in your decisions.
The analysis requires you to create a data table and to export the results in a chart that offers a descending order column chart (with the vital few causes displayed at the far left), and, a line chart that helps you track the percentage of overall effect assignable to the cause.

Here is a description of the procedure from the ASQ website:

PARETO CHART PROCEDURE

1. Decide what categories you will use to group items.
2. Decide what measurement is appropriate. Common measurements are frequency, quantity, cost and time.
3. Decide what period of time the Pareto chart will cover: One work cycle? One full day? A week?
4. Collect the data, recording the category each time, or assemble data that already exist.
5. Subtotal the measurements for each category.
6. Determine the appropriate scale for the measurements you have collected. The maximum value will be the largest subtotal from step 5. (If you will do optional steps 8 and 9 below, the maximum value will be the sum of all subtotals from step 5.) Mark the scale on the left side of the chart.
7. Construct and label bars for each category. Place the tallest at the far left, then the next tallest to its right, and so on. If there are many categories with small measurements, they can be grouped as “other.”
8. Calculate the percentage for each category: the subtotal for that category divided by the total for all categories. Draw a right vertical axis and label it with percentages. Be sure the two scales match. For example, the left measurement that corresponds to one-half should be exactly opposite 50% on the right scale.
9. Calculate and draw cumulative sums: add the subtotals for the first and second categories, and place a dot above the second bar indicating that sum. To that sum add the subtotal for the third category, and place a dot above the third bar for that new sum. Continue the process for all the bars. Connect the dots, starting at the top of the first bar. The last dot should reach 100% on the right scale.