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Group decision-making framework utilizing interval-valued intuitionistic fuzzy extended VIKOR methodology with applications in software quality assessment
*Corresponding author E-mail address: saratha@usm.my (S Sathasivam)
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Received: ,
Accepted: ,
Abstract
Software quality evaluation (SQE) plays a critical role in software development, requiring decision-making across multiple factors. As decision-making scenarios become more complex, researchers have increasingly focused on group decision-making (GDM) models. Key tasks in GDM include determining expert weights and assessing the closeness between decision matrices. This study introduces a new GDM framework for multi-attribute decision-making using interval-valued intuitionistic fuzzy (IVIF) evaluation information. The proposed method begins with a novel normalized projection measure to evaluate the proximity between two IVIF matrices. Based on this measure, a technique is developed for calculating expert weights and enhancing the VlseKriterijumska Optimizacija Kompromisno Resenje (VIKOR) methodology. The framework integrates group utility, regret, and satisfaction measures, and is applied to a case study on SQE to evaluate its effectiveness through both static and dynamic experiments. A dynamic data testing approach is also introduced to further demonstrate the superior performance of the proposed framework. Results show that the method outperforms existing approaches in terms of robustness, stability, and comprehensiveness. The study’s findings provide valuable insights into software quality management and offer practical implications for organizational applications. Furthermore, the method’s applicability extends beyond SQE, offering new perspectives and benchmarks for decision-making research in diverse domains.
Keywords
Extended VIKOR method
Group decision-making
Interval-valued intuitionistic fuzzy
Software quality evaluation
1. Introduction
The theory of decision-making is a structured theoretical framework that explores the procedures, standards, categories, and approaches involved in making decisions (Edwards 1954; Trommershäuser et al., 2008). It plays an important role in the field of software quality evaluation (SQE). SQE is of great significance in the early stages of software design and development, and effective evaluation can reduce human, material, and time costs during the software development process (Yue et al., 2024). Therefore, how to scientifically evaluate and effectively manage software quality has become a critical issue in software quality research, attracting increasing attention from numerous experts and scholars (Yue 2019; Xie et al., 2024).
Currently, SQE faces complex practical challenges. On the one hand, many key indicators of software quality, such as maintainability, reliability, and reusability, are difficult to assess accurately before the software is deployed (Yue et al., 2023). On the other hand, traditional evaluation methods have several limitations. Some approaches focus solely on quality management in the early development stages (Miguel et al., 2014), making them inadequate for evaluating quality during the software usage phase. In addition, many existing models place insufficient emphasis on user needs and fail to fully incorporate group evaluation information provided by users.
To address the above issues, group decision-making (GDM) methods (Liu et al., 2023; Xie et al., 2025) enhance the comprehensiveness and scientific rigor of evaluation by aggregating expert knowledge from multiple domains, thus providing an effective solution to complex problems in SQE. Within GDM, determining the weights of decision-makers is a key issue (Liu et al., 2023; Yue et al., 2024), as experts differ in their knowledge bases, practical experience, and professional capabilities, leading to varying levels of importance, contribution, and influence in the decision-making process.
In GDM, VlseKriterijumska Optimizacija Kompromisno Resenje (VIKOR) is one of the most commonly used methods (Wu et al., 2019; Taylan et al., 2020; Büyüközkan and Tüfekçi 2021). The VIKOR method integrates group utility and group regret measures, enabling more stable and credible ranking results (Yue et al., 2023). However, the traditional VIKOR method relies on precise numerical values to represent decision-makers’ evaluation information (Atanassov 1986), which limits its ability to handle the uncertainty and fuzziness often present in SQE. To address this issue, the interval-valued intuitionistic fuzzy set (IVIFS) (Atanassov and Gargov 1989) is introduced. When determining whether a thing conforms to a certain characteristic, IVIFS does not use a single precise number. Instead, it is represented by two intervals: the membership degree interval and the non-membership degree interval. One interval represents the possible degree of conforming to the characteristic, while the other represents the possible degree of not conforming to the characteristic. The sum of these two intervals does not exceed 100%, and the uncovered part corresponds to the degree of uncertainty, namely the hesitation degree. This representation method offers greater flexibility in modeling fuzziness and uncertainty (Wan and Dong 2020; Chen et al., 2023; Dong and Wan 2024; Lu et al., 2024). Extending the VIKOR method into the IVIF environment has further enriched GDM research and broadened its application scope (Wan et al., 2013; Dong et al., 2017; Wang and Wan 2020). Nevertheless, this study identifies two limitations of the classical IVIF-based VIKOR method. First, it lacks a specifically defined regret matrix. Second, the traditional approach focuses primarily on regret, while ignoring group satisfaction, an equally important measure that reflects the overall acceptability of alternatives from the group’s perspective. Therefore, we propose incorporating a satisfaction measure alongside the regret measure to provide a more comprehensive assessment. Additionally, the classical VIKOR method(Gul et al., 2016; Wang and Cai 2017) typically employs Euclidean or Hamming distance to evaluate the proximity between alternatives and the ideal solution. However, several researchers (Xu and Hu 2010; Xie and Sathasivam 2025) argue that projection measures offer stronger descriptive capability, as they account for both the magnitude and direction between decision vectors. As a result, the extended VIKOR method based on projection measures has gained increasing attention, particularly in two forms: (i) VIKOR methods based on classical projection measures (Xu and Hu 2010; Xu and Liu 2013; Tsao and Chen 2016; Wei et al., 2018; Wu et al., 2018), and (ii) those using normalized projection measures (Yue and Jia 2017; Wang et al., 2018; Jia and Jia 2022; Aldring and Ajay 2023; Li et al., 2023; Yue et al., 2023; Yue et al., 2024). The normalized projection measure is an extended version of the classical projection measure. It can also be used to evaluate the degree of proximity between two decision vectors or decision matrices, with the projection value ranging from 0 to 1. The related studies have been summarized in Table 1.
| Researcher | Decision information | Projection measure | Methodology | Application |
|---|---|---|---|---|
| Xu and Hu (2010) | IF | Classical projection | MADM | Car Purchase Selection Decision |
| Xu and Liu (2013) | Interval multiplicative preference | Improved classical projection | GDM | The partner selection decision |
| Tsao and Chen (2016) | IVIF | Classical projection | MADM | Environmental watershed plan |
| Wei et al., (2018) | Picture fuzzy set | Classical projection | MADM | Potential evaluation of emerging |
| Wu et al., (2018) | Linguistic variable | Classical projection | MADM | Hospital decision support system |
| Wang et al., (2018) | Picture fuzzy set | Normalized projection | VIKOR | Risk evaluation |
| Yue and Jia (2017) | Real number and interval data | Normalized projection | GDM | Partner selection |
| Jia and Jia (2022) | Hybrid decision information | Normalized projection | GDM | Marine equipment reliability assessment |
| Li et al., (2023) | Spherical fuzzy environment | Normalized projection | GDM | Community epidemic prevention management |
| Aldring and Ajay (2023) | Complex Pythagorean fuzzy sets | Normalized projection | MCGDM | Frequency identification |
| Yue et al., (2024) | Interval information | Normalized projection | GDM | SQE |
| Yue et al., (2023) | Interval information | Normalized projection | GDM | SQE |
The VIKOR approach, extended through projection measurement, has contributed significantly to decision science. However, this study identifies several limitations. On the one hand, both the traditional projection measure (Xu and Hu 2010) and the normalized projection measure proposed in recent studies (Yue et al., 2023) exhibit certain deficiencies. Therefore, it is necessary to develop new projection measurement formulas to further enhance the comprehensive performance of the VIKOR method. On the other hand, this study finds that little attention has been paid to evaluating the effectiveness of the decision-making methods themselves. An effective decision-making method should demonstrate strong distinguishability, stability, robustness, and comprehensiveness. Among them, robustness and comprehensiveness refer to the method’s ability to maintain stable decision results despite changes in an individual expert’s evaluation of a specific attribute, i.e., the final decision should not be overly influenced by subjective input from any single decision-maker. Consequently, how to quantitatively assess the robustness and comprehensiveness of a decision-making method remains an important issue to be addressed in this study.
Based on the issues identified in the preceding review, this study aims to develop a more scientific and robust GDM method based on an IVIF-extended VIKOR model within the multi-criteria decision-making (MCDM) framework for SQE. The proposed approach addresses the limitations of traditional evaluation methods in handling fuzzy information, incorporating user requirements, and ensuring result stability. It is intended to provide both theoretical support and practical tools for improving SQE practices. The main innovations of this study are summarized as follows:
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(1)
A new formula for normalized projection measures is proposed, which more accurately captures the proximity between two IVIF vectors and directly evaluates the proximity between two IVIF matrices. This addresses the limitations of classical and previously normalized projection measures.
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(2)
A novel method is introduced to determine expert weights based on the average proximity between each individual decision matrix and the group decision matrix, using the proposed normalized projection measure. This method is particularly valuable when expert weights are unknown, as it minimizes subjectivity and reduces the dominance of authoritative experts.
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(3)
The IVIF-based VIKOR method is extended using the proposed projection measure, and a new GDM framework is developed that incorporates group utility, group regret, and group satisfaction measures. Specifically, regret and satisfaction matrices are constructed, enhancing the comprehensive evaluation capability of the VIKOR method in the context of SQE.
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A dynamic data-based evaluation approach is proposed to assess the robustness, stability, and comprehensiveness of the decision-making method itself. This approach offers a quantitative means for evaluating these key methodological properties, providing new insights and laying a foundation for future research in decision science.
The remainder of this study is organized as follows: Section 2 introduces the fundamental concepts of IVIFs and vector projection measures. It reviews traditional and normalized projection measures from existing literature, identifies their limitations, and proposes a novel normalized projection measure to address these shortcomings. Section 3 extends the VIKOR-based GDM method by incorporating IVIFs and projection measures, and presents an objective approach for determining expert weights. Section 4 outlines the overall framework of the proposed GDM method and describes the basic steps of its implementation. Section 5 provides a case study to demonstrate the application of the proposed method. Both static and dynamic experiments are conducted to compare performance, and a dynamic data-based evaluation is introduced to validate the superiority of the proposed approach. Section 6 concludes the paper by summarizing the key findings and contributions.
2. Theoretical background
2.1 IVIFS
Definition 2.1. (Atanassov and Gargov 1989) If is a non-empty set, then IVIFS is defined as follows:
where and represent the membership and non-membership of elements belonging to , and both are interval numbers: , where , , , , and . The degree of hesitancy of elements in can be expressed as , and , . The following term is defined as an interval-valued intuitionistic fuzzy number (IVIFN) :
where , , and .
Definition 2.2. (Atanassov and Gargov 1989) Let , , and be any three IVIFNs, and define the following operation rules:
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(1)
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(2)
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2.2 Projection measurement
Definition 2.3. (Xu and Hu 2010) Let and be two n-dimensional IVIFVs, where and . The projection of an IVIFV is defined as follows:
where , , , ,
As shown by Definition 2.3, the larger the value of , the closer vector is to . The analysis indicates that Eq. (3) is not always reasonable as shown in Example 2.1 below.
Example 2.1. Let and , calculate and according to Eq. (3), then , which leads to a contradiction. Eq. (3) becomes undefined when is a zero vector, and the projection value derived from Eq. (3) fails to meet the normalization requirement of . Additionally, the projection values can at times be excessively large or small, which hinders experts in their decision-making processes, this represents another limitation of the measure.
To address these limitations, some researchers (Yue et al., 2023) proposed the following normalized projection measure formula:
where , others are the same as in Eq. (3) above.
Typically, the closer is to 1, the more similar vector is to ; however, this study finds that Eq. (4) still has a hidden flaw: When is determined, the smaller is, the closer the value of will be to 1. In particular, when constant will occur (see Example 2.2 below).
Example 2.2. Let , and , it can be seen the vector is closer to than . However, calculate and - according to Eq. (4), then , and therefore conclude that the vector is closer to than , which is a mistake.
To address the shortcomings associated with classical and contemporary projection measures, this study develops a new normalized vector projection measure formulation as defined in Definition 2.4.
Definition 2.4. Let and be two n-dimensional IVIFVs and define the normalized projection of the vector on the as follows
The projection measure presented in equation (5) adheres to the properties outlined below.
Property 2.1. Let and be two n-dimensional IVIFVs, where , , , , and , , then Eq. (5) satisfies .
Proof. (a) It is known that the degree of hesitation , , , , obviously , so , and thus . Also , so .
(b) According to the formula for the angle between two vectors it is known that , so , then .
Combining (a) and (b) leads to , which is .
The closer the value of in Eq. (5) is to 1, the closer is to . Eq. (5) can be used to measure the proximity of two real vectors and the proximity of two IVIFVs. Applying Eq. (5) to Example 2.1, we can obtain , , and . To calculate Example 2.2 using Eq. (5), we can get , , and ; therefore, vector is closer to than . Eq. (5) overcomes the limitations observed in Eqs. (3) and (4), and can therefore be used to accurately measure the proximity of two IVIFVs.
The following equation further extends the normalized projection measure formulation to two high-dimensional IVIFN matrices as defined in Definition 2.5.
Definition 2.5. Let and be two IVIF matrices, where , , then define the normalized projection of the IVIF matrix on the as:
where , , , , and , , , .
The closer the value of in Eq. (6) is to 1, the closer the IVIF matrix is to . As a result, equation (6) can be applied to assess the similarity between two IVIF matrices. It can also serve to evaluate the proximity of two real matrices.
3. GDM method based on IVIF and projection measures extending VIKOR
3.1 Index sets
To streamline the decision-making process, the following index sets are utilized:
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Record , , .
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The alternative set for the decision problem is .
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The attribute set of the decision problem is .
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The group of decision-making experts is noted as .
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The decision expert weight vector is denoted as , where and .
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The evaluation attribute weights are represented by , where and .
3.2 Determining expert weights
Evaluation results may vary due to differences in decision-makers’ knowledge structures, personal preferences, and perspectives on programs and attributes. Therefore, assigning appropriate weights to decision-makers is essential for rational decision-making.
Consider a decision-making situation where there are available alternatives, denoted as . Experts from domains are invited to form an expert group for decision-making. The set of experts is denoted as . In reality, each domain includes more than one decision-making expert. In this study, we assume that the evaluation values of experts in the same domain have already been pooled and are ultimately represented by one expert. The expert group identifies the set of evaluation attributes for the decision problem, denoted as . Multiple experts in each domain evaluate and score each alternative using IVIFNs. The scores from experts within the same domain are then aggregated, resulting in evaluation values that are also represented as IVIFNs. Each domain expert’s final evaluated values for all alternatives are presented in an IVIF matrix, denoted as , which is constructed as follows:
where ( ) denotes the evaluation information matrix of all alternatives by the -th domain expert group, and denotes the evaluation value of the -th attribute of the -th alternative by the -th domain expert group, where .
If the average proximity value between the evaluation matrix provided by the -th decision-making expert and the evaluation matrices of other decision-making experts is greater, then the evaluation matrix provided by the -th decision-making expert is deemed to be better, and the -th decision-making expert should be assigned a higher weight. This is in combination with the proposed normalized projection measure. The average proximity between the -th decision-making expert’s evaluation matrix and those of other decision-making experts can be calculated using the following formula:
where .
Therefore, the weights for decision-making experts are calculated using the following formula:
where denotes the weight of the k-th expert, and satisfies conditions and .
3.3 GDM method for extending VIKOR based on projection measures
Next, we develop a new method for GDM in an IVIF environment using a developed projection measure formulation extended VIKOR technique.
Assume that the attribute-weight vector is determined by a group of decision-making experts after consultation. Next, the attribute-weighted evaluation matrix of individual decision-making experts can be calculated as follows:
where , and , , , .
The expert weights ( ) determined in Eq. (9) are used to obtain the individual decision-making expert weighting and attribute-weighting matrix, denoted as individual weighted , by assigning them to the attribute-weighted evaluation matrix in Eq. (10) as follows:
where , and , , , .
We transform the individual weighting matrix, , into the group weighting matrix, , according to each alternative as follows:
where is the same as the element in . According to the VIKOR method, we refer to as the group utility matrix.
Assuming that the decision attributes have all been transformed into benefit types, the ideal decision matrices based on the group utility matrix are determined as follows:
where , and , , , , and , and , , , .
Using Eq. (6), we calculate the proximity of the group utility matrix to obtain the positive ideal decision matrix for each alternative as follows:
where
The is a utility measure based on the positive ideal decision matrix, where a value closer to 1 indicates a better alternative .
Similarly, we calculate the proximity of the group utility matrix to the negative ideal decision matrix for each alternative as follows:
where
The is defined as a utility measure based on the negative ideal decision matrix, where a value closer to 1 indicates a worse alternative .
The relative closeness, determined by group utility, is defined as follows:
where a larger indicates a better .
The VIKOR method uses specific regret measures; however, when evaluating a GDM problem with IVIFNs, determining the specific group regret matrix is currently a challenge. This study proposes a solution by using the Euclidean distance measure of two IVIFNs. The group regret matrix corresponding to each alternative is provided in real number form, which is calculated as follows:
where JKSUS88_223 - Copy.eps].
The most valuable group regret matrices are defined as follows:
where , .
We separately calculate the proximity of to for each alternative using Eq. (6) as follows:
where jksus88_231 - Copy.eps] and the closer is to 1, the worse is.
Similarly, we separately calculate the proximity of to for each alternative using Eq. (6) as follows:
where , jksus88_237 - Copy.eps] and the closer is to 1, the better is.
The relative closeness based on group regret is defined as follows:
where a larger indicates a better alternative .
The regret matrix reflects the distance between each alternative and the positive ideal decision matrix. We argue that the VIKOR method’s overall evaluation capacity can be improved by incorporating information regarding the distance of each alternative from the negative ideal decision matrix. This information reflects the satisfaction level of the decision-making group with respect to the alternatives. In this study, the group satisfaction matrix for each alternative is presented in real form, derived from the Euclidean distance measure between the two IVIFNs, calculated as follows:
where JKSUS88_244 - Copy.eps].
The most valuable group regret matrices are defined as follows:
where , .
We separately calculate the proximity of to for each alternative using Eq. (6) as follows:
where jksus88_252 - Copy.eps], and the closer is to 1, the better is.
Similarly, we separately calculate the proximity of to for each alternative using Eq. (6) as follows:
where JKSUS88_258 - Copy.eps], and the closer is to 1, the worse is.
The relative closeness, determined by group regret, is defined as follows:
where a larger indicates a better alternative .
The comprehensive relative closeness based on group utility, group regret, and group satisfaction is defined as follows:
where are the decision-making coefficients and satisfy and . If suggests that decision makers have a stronger bias toward group utility, if indicates a preference for group regret, if shows a bias toward group satisfaction, and if represents a balanced compromise approach in decision-making, then is typically used.
A larger value of the comprehensive relative closeness indicates a better alternative .
The GDM method introduced in this study offers several advantages over the existing extended VIKOR method in an IVIF environment., which can be summarized in three key aspects.
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(1)
The method proposed in this study integrates group utility, regret, and satisfaction measures, which enhances the ability to integrate with the existing GDM method of extended VIKOR in an IVIF environment. In contrast, the existing GDM method only contains measures of group utility and group regret.
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While the existing GDM method of extended VIKOR includes the measure of group regret, it does not produce a specific regret matrix. In contrast, the method in this study provides a specific regret matrix, introducing important group regret information into the VIKOR method.
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(3)
Finally, the method proposed in this study identifies a specific group satisfaction matrix, which enhances the comprehensive decision-making ability of VIKOR in the GDM method by incorporating group satisfaction information.
4. Basic steps of the proposed GDM approach
In Section 3, this study introduced a novel GDM method that combines IVIF and projection measures, extending the VIKOR technique. Fig. 1 illustrates the flowchart of the GDM method for comprehensive evaluation. We detail the basic steps implemented to use this method below.

- Flowchart of the GDM method for the comprehensive measure in this paper.
Step 1. Establish an individual expert decision matrix.
The evaluation matrix of individual decision experts for all alternatives ( ) is calculated based on Eq. (7).
Step 2. Calculate the average proximity of individual decision experts to other decision experts.
The average proximity ( ) of each decision-making expert ( ) to the others is calculated separately using Eq. (8).
Step 3. Calculate the weights of individual decision experts.
The weights ( ) of individual decision-making experts ( ) are calculated separately using Eq. (9).
Step 4. Calculate the attribute-weighted decision matrix.
The decision-making expert group determines the attribute-weight vector as and calculates the attribute-weighted decision matrix ( ) for individual decisions using Eq. (10).
Step 5. Calculate the individual expert-weighted decision matrix.
The weights of individual decision experts ( ) are applied to the attribute-weighted decision matrix ( ) in Eq. (8) according to Eq. (11) to obtain the individual expert-weighted decision matrix ( ).
Step 6. Transform the individual expert-weighted decision matrix into a group-weighted decision matrix.
The individual expert-weighted decision matrix ( ) is transformed into a group-weighted decision matrix ( ) for each alternative using Eq. (12).
Step 7. Calculate the ideal decision matrix based on group utility.
The positive and negative ideal decision matrices ( and ) based on group utility are computed using Eqs. (13) and (14), respectively.
Step 8. Calculate the proximity based on group utility.
Eq. (15) computes the degree of proximity ( ) of the group utility decision matrix ( ) to the positive ideal decision matrix ( ) for each alternative. Similarly, we employ Eq. (16) to calculate the degree of proximity ( ) of the group utility decision matrix ( ) to the negative ideal decision matrix ( ) for each alternative.
Step 9. Calculate relative closeness based on group utility.
The relative closeness ( ) of each alternative ( ) based on group utility is calculated using Eq. (17).
Step 10. Calculate the group regret matrix.
The group regret matrix ( ) for each alternative ( ) is calculated according to Eq. (18).
Step 11. Calculate the most valuable group regret matrices.
The maximum group regret matrix ( ) and the minimum group regret matrix ( ) are calculated using Eqs. (19) and (20).
Step 12. Calculate proximity based on group regret.
Using Eq. (21) to compute the degree of proximity ( ) of the group regret decision matrix ( ) to the maximum group regret matrix ( ) for each alternative ( ). Similarly, we employ Eq. (22) to calculate the degree of proximity of the group regret decision matrix ( ) to the minimum group regret matrix ( ) for each alternative ( ).
Step 13. Calculating relative closeness based on group regret.
For each alternative ( ), the relative closeness ( ) based on group regret using Eq. (23).
Step 14. Calculate the group satisfaction matrix.
Calculate the group satisfaction matrix for each alternative ( ) using Eq. (24).
Step 15. Calculate the most valuable group satisfaction matrices.
Calculate the maximum group satisfaction matrix ( ) and the minimum group satisfaction matrix ( ) using to Eqs. (25) and (26), respectively.
Step 16. Calculate proximity based on group satisfaction.
Using Eq. (27) to compute the degree of proximity ( ) of the group satisfaction decision matrix ( ) to the maximum group satisfaction matrix ( ) for each alternative ( ). Similarly, we employ Eq. (28) to calculate the degree of proximity ( ) of the group satisfaction decision matrix ( ) to the minimum group satisfaction matrix ( ) for each alternative ( ).
Step 17. Calculating relative closeness based on group satisfaction.
For each alternative ( ), the relative closeness ( ) based on group satisfaction is calculated using Eq. (29).
Step 18. Calculate the comprehensive relative closeness.
For each alternative ( ), the comprehensive relative closeness ( ) based on group utility, regret, and satisfaction is calculated using Eq. (30).
Step 19. Ranking of alternatives.
We rank the alternatives ( ) based on the comprehensive relative closeness ( ).
5. Data Experiment
This section investigates the effectiveness and feasibility of the GDM method introduced in this study by providing a practical application example and empirical analysis. All calculations and analyses are executed using MATLAB software, while the experimental data are obtained from previous research (Yue et al., 2023). For further details on the computational process, refer to https://github.com/junxx12/Comprehensive-GDM-framework.git.
5.1 Illustrative example
This section demonstrates how to apply the GDM method based on IVIF-extended VIKOR proposed in this paper to evaluate software product quality through a real-world example, which is selected from reference (Yue et al., 2023) to verify the applicability of the method proposed in this paper.
SQE is an indispensable core link in software project management (Azar et al., 2009). Especially when carried out in the early stages of design and development, it can effectively reduce the ineffective investment of human resources, time and funds in the project, and has key practical significance for improving the overall efficiency of the project.
This example includes evaluations of four software products from a user’s perspective at a university in Guangdong Province, China (Yue et al., 2023). The software products are represented by , and expert groups in three different fields are denoted by , where represents users from three different university departments. , , and represent users from the School of Mathematics and Computer Science, the School of Oceanography and Engineering, and the School of Mechanical Engineering, respectively. Each expert group comprises faculty members, graduate students, and undergraduate students, separated into three different categories. The evaluation attributes of the four software products are represented by = , and these attributes are based on users’ concerns. The three evaluation attributes are defined as follows:
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Maintainability refers to the ease with which users can maintain the software product.
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Reliability indicates the software product’s capacity to sustain a consistent level of performance under defined conditions.
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Performance efficiency pertains to the software product’s ability to deliver optimal performance under specified conditions, relative to the amount of resources utilized.
This study employs the proposed GDM method based on IVIF and projection measures, extending the VIKOR technique to evaluate the four software products in the example to validate the feasibility and effectiveness of the method.
According to Step 1, three expert groups evaluated three attributes of four software products, respectively. The data were collected via questionnaires, and the acquisition process is detailed in reference (Yue et al., 2023). This study calculates the individual expert decision matrix , with the evaluation value of IVIFNs, as shown in Table 2.
| Matrix | Software | |||
|---|---|---|---|---|
| ([0.70,0.75], [0.20,0.25]) | ([0.80,0.85], [0.10,0.15]) | ([0.65,0.70], [0.25,0.30]) | ||
| ([0.10,0.15], [0.70,0.80]) | ([0.15,0.20], [0.60,0.75]) | ([0.25,0.30], [0.60,0.65]) | ||
| ([0.80,0.85], [0.10,0.12]) | ([0.75,0.78], [0.20,0.22]) | ([0.60,0.65], [0.30,0.35]) | ||
| ([0.70,0.75], [0.13,0.15]) | ([0.65,0.70], [0.25,0.27]) | ([0.60,0.63], [0.35,0.37]) | ||
| ([0.65,0.70], [0.25,0.30]) | ([0.75,0.80], [0.15,0.20]) | ([0.70,0.75], [0.20,0.25]) | ||
| ([0.15,0.20], [0.70,0.75]) | ([0.10,0.15], [0.65,0.80]) | ([0.25,0.30], [0.65,0.70]) | ||
| ([0.80,0.85], [0.10,0.15]) | ([0.80,0.85], [0.10,0.15]) | ([0.70,0.75], [0.20,0.25]) | ||
| ([0.70,0.80], [0.18,0.20]) | ([0.80,0.85], [0.10,0.15]) | ([0.65,0.65], [0.25,0.28]) | ||
| ([0.75,0.80], [0.15,0.20]) | ([0.70,0.75], [0.20,0.25]) | ([0.75,0.80], [0.15,0.20]) | ||
| ([0.10,0.15], [0.80,0.85]) | ([0.25,0.30], [0.60,0.65]) | ([0.20,0.25], [0.70,0.70]) | ||
| ([0.65,0.70], [0.25,0.27]) | ([0.60,0.65], [0.30,0.35]) | ([0.85,0.90], [0.05,0.10]) | ||
| ([0.60,0.70], [0.25,0.27]) | ([0.75,0.75], [0.24,0.25]) | ([0.60,0.80], [0.15,0.19]) |
According to Step 2 of the process, we calculate the average proximity of decision-making experts to other experts, presenting the results in Table 3. Then, following Step 3, we calculate the weight ( ) of the decision-making expert ( ) separately, presenting the outcomes in Table 3.
| Expert | Average proximity to other decision-making experts | The weighting of individual experts |
|---|---|---|
| 0.9125 | 0.3278 | |
| 0.9390 | 0.3373 | |
| 0.9322 | 0.3349 |
The attribute weights are determined as by the decision-making experts after consultation, determining the corresponding attribute-weighted decision matrix ( ) for individual experts based on Step 4, as shown in Table 4.
| Matrix | Software | |||
|---|---|---|---|---|
| ([0.30,0.34], [0.62,0.66]) | ([0.38,0.43], [0.50,0.57]) | ([0.34,0.38], [0.57,0.62]) | ||
| ([0.03,0.05], [0.90,0.94]) | ([0.05,0.06], [0.86,0.92]) | ([0.11,0.13], [0.82,0.84]) | ||
| ([0.38,0.43], [0.50,0.53]) | ([0.34,0.37], [0.62,0.63]) | ([0.31,0.34], [0.62,0.66]) | ||
| ([0.30,0.34], [0.54,0.57]) | ([0.27,0.30], [0.66,0.68]) | ([0.31,0.33], [0.66,0.67]) | ||
| ([0.27,0.30], [0.66,0.70]) | ([0.34,0.38], [0.57,0.62]) | ([0.38,0.43], [0.53,0.57]) | ||
| ([0.05,0.06], [0.90,0.92]) | ([0.03,0.05], [0.88,0.94]) | ([0.11,0.13], [0.84,0.87]) | ||
| ([0.38,0.43], [0.50,0.57]) | ([0.38,0.43], [0.50,0.57]) | ([0.38,0.43], [0.53,0.57]) | ||
| ([0.30,0.38], [0.60,0.62]) | ([0.38,0.43], [0.50,0.57]) | ([0.34,0.34], [0.57,0.60]) | ||
| ([0.34,0.38], [0.57,0.62]) | ([0.30,0.34], [0.62,0.66]) | ([0.43,0.47], [0.47,0.53]) | ||
| ([0.03,0.05], [0.94,0.95]) | ([0.08,0.10], [0.86,0.88]) | ([0.09,0.11], [0.87,0.87]) | ||
| ([0.27,0.30], [0.66,0.68]) | ([0.24,0.27], [0.70,0.73]) | ([0.53,0.60], [0.30,0.40]) | ||
| ([0.24,0.30], [0.66,0.68]) | ([0.34,0.34], [0.65,0.66]) | ([0.31,0.47], [0.47,0.51]) |
According to Step 5, calculating the individual expert-weighted decision matrix ( ), presenting the results in Table 5.
| Matrix | Software | |||
|---|---|---|---|---|
| ([0.11,0.13], [0.85,0.87]) | ([0.15,0.17], [0.80,0.83]) | ([0.13,0.15], [0.83,0.85]) | ||
| ([0.01,0.02], [0.97,0.98]) | ([0.02,0.02], [0.95,0.97]) | ([0.04,0.05], [0.94,0.95]) | ||
| ([0.15,0.17], [0.80,0.81]) | ([0.13,0.14], [0.85,0.86]) | ([0.11,0.13], [0.85,0.87]) | ||
| ([0.11,0.13], [0.82,0.83]) | ([0.10,0.11], [0.87,0.88]) | ([0.11,0.12], [0.87,0.88]) | ||
| ([0.10,0.11], [0.87,0.89]) | ([0.13,0.15], [0.83,0.85]) | ([0.15,0.17], [0.80,0.83]) | ||
| ([0.02,0.02], [0.96,0.97]) | ([0.01,0.02], [0.96,0.98]) | ([0.04,0.05], [0.94,0.95]) | ||
| ([0.15,0.17], [0.79,0.83]) | ([0.15,0.17], [0.79,0.83]) | ([0.15,0.17], [0.80,0.83]) | ||
| ([0.11,0.15], [0.84,0.85]) | ([0.15,0.17], [0.79,0.83]) | ([0.13,0.13], [0.83,0.84]) | ||
| ([0.13,0.15], [0.83,0.85]) | ([0.11,0.13], [0.85,0.87]) | ([0.17,0.19], [0.78,0.81]) | ||
| ([0.01,0.02], [0.98,0.98]) | ([0.03,0.04], [0.95,0.96]) | ([0.03,0.04], [0.95,0.95]) | ||
| ([0.10,0.11], [0.87,0.88]) | ([0.09,0.10], [0.89,0.90]) | ([0.22,0.27], [0.67,0.73]) | ||
| ([0.09,0.11], [0.87,0.88]) | ([0.13,0.13], [0.87,0.87]) | ([0.12,0.19], [0.78,0.80]) |
According to Step 6, we transform the individual expert-weighted decision matrix ( ) into the group-weighted decision matrix ( ) according to each alternative, presenting the transformed results in Table 6.
| Matrix | Expert | |||
|---|---|---|---|---|
| ([0.11,0.13], [0.85,0.87]) | ([0.15,0.17], [0.80,0.83]) | ([0.13,0.15], [0.83,0.85]) | ||
| ([0.10,0.11], [0.87,0.89]) | ([0.13,0.15], [0.83,0.85]) | ([0.15,0.17], [0.80,0.83]) | ||
| ([0.13,0.15], [0.83,0.85]) | ([0.11,0.13], [0.85,0.87]) | ([0.17,0.19], [0.78,0.81]) | ||
| ([0.01,0.02], [0.97,0.98]) | ([0.02,0.02], [0.95,0.97]) | ([0.04,0.05], [0.94,0.95]) | ||
| ([0.02,0.02], [0.96,0.97]) | ([0.01,0.02], [0.96,0.98]) | ([0.04,0.05], [0.94,0.95]) | ||
| ([0.01,0.02], [0.98,0.98]) | ([0.03,0.04], [0.95,0.96]) | ([0.03,0.04], [0.95,0.95]) | ||
| ([0.15,0.17], [0.80,0.81]) | ([0.13,0.14], [0.85,0.86]) | ([0.11,0.13], [0.85,0.87]) | ||
| ([0.15,0.17], [0.79,0.83]) | ([0.15,0.17], [0.79,0.83]) | ([0.15,0.17], [0.80,0.83]) | ||
| ([0.10,0.11], [0.87,0.88]) | ([0.09,0.10], [0.89,0.90]) | ([0.22,0.27], [0.67,0.73]) | ||
| ([0.11,0.13], [0.82,0.83]) | ([0.10,0.11], [0.87,0.88]) | ([0.11,0.12], [0.87,0.88]) | ||
| ([0.11,0.15], [0.84,0.85]) | ([0.15,0.17], [0.79,0.83]) | ([0.13,0.13], [0.83,0.84]) | ||
| ([0.09,0.11], [0.87,0.88]) | ([0.13,0.13], [0.87,0.87]) | ([0.12,0.19], [0.78,0.80]) |
According to Step 7, we calculate the positive and negative ideal decision matrices ( and ) based on group utility, respectively, presenting the results in Table 7.
| Matrix | Expert | |||
|---|---|---|---|---|
| ([0.15,0.17], [0.80,0.81]) | ([0.15,0.17], [0.80,0.83]) | ([0.13,0.15], [0.83,0.85]) | ||
| ([0.15,0.17], [0.79,0.83]) | ([0.15,0.17], [0.79,0.83]) | ([0.15,0.17], [0.80,0.83]) | ||
| ([0.13,0.15], [0.83,0.85]) | ([0.13,0.13], [0.85,0.87]) | ([0.22,0.27], [0.67,0.73]) | ||
| ([0.01,0.02], [0.97,0.98]) | ([0.02,0.02], [0.95,0.97]) | ([0.04,0.05], [0.94,0.95]) | ||
| ([0.02,0.02], [0.96,0.97]) | ([0.01,0.02], [0.96,0.98]) | ([0.04,0.05], [0.94,0.95]) | ||
| ([0.01,0.02], [0.98,0.98]) | ([0.03,0.04], [0.95,0.96]) | ([0.03,0.04], [0.95,0.95]) |
According to Step 8, we calculate the proximity ( and ) of the group utility matrix ( ) and the positive and negative ideal decision matrices ( and ) of each alternative ( ) respectively, presenting the results in Table 8. Moving forward to Step 9, we calculate the relative proximity ( ) of each alternative ( ) based on the group utility. The calculations and the ranking have also been presented in Table 8.
| Software | Ranking | Ranking | Ranking | |||
|---|---|---|---|---|---|---|
| 0.9341 | 2 | 0.7280 | 2 | 0.5620 | 2 | |
| 0.7089 | 4 | 1.0000 | 4 | 0.4148 | 4 | |
| 0.9593 | 1 | 0.7070 | 1 | 0.5757 | 1 | |
| 0.9222 | 3 | 0.7374 | 3 | 0.5557 | 3 |
According to Step 10, we next calculate the group regret matrix ( ) for each alternative ( ), which is also presented in Table 8. Next, according to Step 11, we calculate the maximum ( ) and minimum ( ) group regret matrices, presenting the results in Table 9.
| Matrix | Expert | Matrix | Expert | ||||||
|---|---|---|---|---|---|---|---|---|---|
| 0.0994 | 0.0000 | 0.0000 | 0.0000 | 0.0745 | 0.0354 | ||||
| 0.1248 | 0.0516 | 0.0000 | 0.0000 | 0.0000 | 0.0000 | ||||
| 0.0000 | 0.0161 | 0.1565 | 0.0687 | 0.0694 | 0.0000 | ||||
| 0.3136 | 0.2880 | 0.1925 | 0.0616 | 0.1177 | 0.0528 | ||||
| 0.3037 | 0.3084 | 0.2497 | 0.0694 | 0.0000 | 0.0507 | ||||
| 0.2695 | 0.1919 | 0.4672 | 0.0748 | 0.0157 | 0.1805 | ||||
| 0.3136 | 0.2880 | 0.1925 | 0.0000 | 0.0000 | 0.0000 | ||||
| 0.3037 | 0.3084 | 0.2497 | 0.0000 | 0.0000 | 0.0000 | ||||
| 0.2695 | 0.1919 | 0.4672 | 0.0000 | 0.0157 | 0.0000 |
According to Step 12, we calculate the proximity ( ) and ( ) of the group regret matrix ( ) of alternative ( ) to the maximum ( ) and minimum ( ) group regret matrices, respectively, presenting results in Table 10. Following Step 13, we calculate the relative proximity ( ) on the group regret of each alternative ( ). The resulting values and ranking have also been presented in Table 10.
| Software | Ranking | Ranking | Ranking | |||
|---|---|---|---|---|---|---|
| 0.4497 | 2 | 0.9470 | 2 | 0.6780 | 2 | |
| 1.0000 | 4 | 0.5535 | 4 | 0.3563 | 4 | |
| 0.4033 | 1 | 0.9825 | 1 | 0.7090 | 1 | |
| 0.4724 | 3 | 0.9348 | 3 | 0.6643 | 3 |
According to Step 14, we calculate the group satisfaction matrix ( ) for each alternative ), which has been presented in Table 11. Next, according to Step 15, we calculate the maximum ( ) and minimum ( ) group satisfaction matrices, also presenting the results in Table 11.
| Matrix | Expert | Matrix | Expert | ||||||
|---|---|---|---|---|---|---|---|---|---|
| 0.2155 | 0.2880 | 0.1925 | 0.3136 | 0.2185 | 0.1572 | ||||
| 0.1794 | 0.2574 | 0.2497 | 0.3037 | 0.3084 | 0.2497 | ||||
| 0.2695 | 0.1839 | 0.3119 | 0.2017 | 0.1231 | 0.4672 | ||||
| 0.0000 | 0.0000 | 0.0000 | 0.2578 | 0.1722 | 0.1424 | ||||
| 0.0000 | 0.0000 | 0.0000 | 0.2370 | 0.3084 | 0.2034 | ||||
| 0.0000 | 0.0000 | 0.0000 | 0.1966 | 0.1843 | 0.2945 | ||||
| 0.3136 | 0.2880 | 0.1925 | 0.0000 | 0.0000 | 0.0000 | ||||
| 0.3037 | 0.3084 | 0.2497 | 0.0000 | 0.0000 | 0.0000 | ||||
| 0.2695 | 0.1843 | 0.4672 | 0.0000 | 0.0000 | 0.0000 |
According to Step 16, we calculate the minimum and maximum proximities ( and ) of the group satisfaction matrix ( ) of alternative ( ) to the maximum ( ) and minimum ( ) group satisfaction matrices, respectively, presenting the results in Table 12. Following Step 17, we calculate the relative proximity ( ) based on group satisfaction with each alternative ( ). The resulting values and ranking have also been presented in Table 12.
| Software | Ranking | Ranking | Ranking | |||
|---|---|---|---|---|---|---|
| 0.7913 | 2 | 0.6532 | 2 | 0.5478 | 2 | |
| 0.3868 | 4 | 1.0000 | 4 | 0.2789 | 4 | |
| 0.9155 | 1 | 0.5902 | 1 | 0.6081 | 1 | |
| 0.7526 | 3 | 0.6810 | 3 | 0.5250 | 3 |
According to Step 18, the decision-making expert determines the decision-making coefficients . Then, we calculate the comprehensive relative closeness ( ) calculated based on group utility, regret, and satisfaction. The results and ranking have been presented in Table 13. We included the relative closeness and rankings based on group utility, regret, and satisfaction in Table 13 to facilitate comparison.
| Software | Ranking | Ranking | Rank�ing | Rank�ing | ||||
|---|---|---|---|---|---|---|---|---|
| 0.5620 | 2 | 0.6780 | 2 | 0.5478 | 2 | 0.5959 | 2 | |
| 0.4148 | 4 | 0.3563 | 4 | 0.2789 | 4 | 0.3500 | 4 | |
| 0.5757 | 1 | 0.7090 | 1 | 0.6081 | 1 | 0.6309 | 1 | |
| 0.5557 | 3 | 0.6643 | 3 | 0.5250 | 3 | 0.5817 | 3 |
According to Step 19, Table 13 reveals that the quality of the four software products is ranked as , indicating that has the best quality, followed by .
By analyzing the aforementioned cases, it becomes evident that the IVIF extension of the VIKOR method offers novel approaches to addressing uncertainty and ambiguity, issues that traditional software quality assessment methods often struggle to effectively handle. Applying this method to real-world cases demonstrates its significant role in decision support and quality management. Enterprises can more clearly identify software products of superior quality and allocate additional resources to their marketing efforts. Furthermore, the application of the IVIF extension of the VIKOR method in software quality assessment brings several new insights to enterprises: (1) It encourages teams to place greater emphasis on the multidimensional evaluation of software quality, thereby fostering an organization-wide awareness of quality. (2) With the use of scientific decision-making tools, enterprises are able to respond swiftly to market changes, enhance decision-making efficiency, and minimize resource waste. (3) It promotes information sharing and collaboration across departments, facilitating the formation of cross-functional teams that work together to improve software quality.
5.2 Comparative analyses
(a) Comparison with other mature methods
To verify the validity and robustness of the ranking results of the method in this paper, we conducted a comparative analysis with the IVIF extended VIKOR technique under different similarity measures, as well as the classical IVIF-TOPSIS and IVIF-PROMETHEE methods. Table 14 presents the decision evaluation of the above example using the IVIF extended VIKOR technique under different similarity measures (Rani et al., 2018; Büyüközkan et al., 2021; Salimian and Mousavi 2023), and Table 15 introduces the decision evaluation of the above example by the classical IVIF-TOPSIS (Aytaç Adali and Tuş 2025), IVIF-PROMETHEE (Tuzkaya et al., 2019) method, and the method in this paper.
| Method | Similarity Measurement Formula | Evaluated value | Ranking results |
|---|---|---|---|
| Salimian and Mousavi (2023) |
|
. |
|
| Büyüközkan et al., (2021) |
|
. |
|
| Rani et al., (2018) |
|
. |
|
| Method of this paper |
. |
| Method | Ranking criteria | Evaluated value | Ranking results |
|---|---|---|---|
| IVIF-TOPSIS (Aytaç Adali and Tuş 2025) |
. |
||
| IVIF-PROMETHEE (Tuzkaya et al., 2019) |
. |
||
| Method of this paper |
. |
As shown in Tables 14 and 15, the ranking of decision results obtained by the proposed method, the extended VIKOR technique under IVIF with different similarity measures, classical IVIF-TOPSIS, and IVIF-PROMETHEE is consistent: . This indicates that the decision result of the example by the method in this paper is supported by the extended VIKOR technique under IVIF environment with different existing similarity measures, the classical IVIF-TOPSIS, and the GDM method of IVIF-PROMETHEE method, thus illustrating the reliability and credibility of the ranking result of decision-making using the method in this paper.
(b) Comparison with the classical projection measure
To demonstrate the validity and advantages of the proposed GDM method using the normalized projection measure, we compare it with the classical projection measure-based GDM method, revealing that new method offers several advantages over existing methods, which we will highlight in the comparison.
First, we replace Eqs. (15) and (16) with the following classical projection measure:
where , and .
The corresponding Eq. (17) is replaced by
The corresponding Eqs. (21) and (22) after replacing the classical projection measure are
where , and
The corresponding Eq. (23) is replaced by
The corresponding Eqs. (27) and (28) after replacing the classical projection measure are
where , and .
The corresponding Eq. (29) is replaced by
The corresponding Eq. (30) is replaced by
We then use the GDM method of the classical projection measure to analyze the examples presented in Section 5.1, calculate the group utility measures ( , ) and relative closeness ( ) for each alternative ( ) using Eqs. (31) and (32), presenting the results and ranking in Table 16. We also calculate the group regret measures ( and ) and relative closeness ( ) for each alternative ( ) using Eqs. (34) and (35), presenting the results and ranking in Table 17.
| Software | Ranking | Ranking | Ranking | |||
|---|---|---|---|---|---|---|
| 3.6040 | 3 | 3.5721 | 2 | 0.5022 | 2 | |
| 4.0075 | 1 | 4.0782 | 4 | 0.4956 | 4 | |
| 3.5723 | 4 | 3.5188 | 1 | 0.5038 | 1 | |
| 3.6207 | 2 | 3.5943 | 3 | 0.5018 | 3 |
| Software | Ranking | Ranking | Ranking | |||
|---|---|---|---|---|---|---|
| 0.1807 | 2 | 0.0161 | 3 | 0.0817 | 3 | |
| 0.8920 | 4 | 0.1919 | 1 | 0.1771 | 2 | |
| 0.0674 | 1 | 0.0694 | 2 | 0.5073 | 1 | |
| 0.2294 | 3 | 0.0157 | 4 | 0.0642 | 4 |
Table 11 shows that is a zero matrix. Using the classical projection measure in Eq. (35) to calculate the proximity ( ) of the group satisfaction matrix ( ) and the minimum group satisfaction matrix ( ) of each alternative ( ) has an uncertainty of 0/0. In this case, we represent the results by 1 and do not rank them. Using equations (37) and (38), we calculate the group satisfaction measures , , and relative closeness . The results and ranking are presented in Table 18. Table 19 shows the final calculations of the comprehensive relative closeness ( ) based on the group utility, regret, and satisfaction. The results and ranking of , , and are also included in Table 19 for comparison.
| Software | Ranking | Ranking | Ranking | |||
|---|---|---|---|---|---|---|
| 0.7174 | 2 | 1.0000 | 1 | 0.4166 | 2 | |
| 0.0111 | 4 | 1.0000 | 1 | 0.0000 | 4 | |
| 0.8290 | 1 | 1.0000 | 1 | 0.4527 | 1 | |
| 0.6777 | 3 | 1.0000 | 1 | 0.4027 | 3 |
| Software | Ranking | Ranking | Rank�ing | Rank�ing | ||||
|---|---|---|---|---|---|---|---|---|
| 0.5022 | 2 | 0.0817 | 3 | 0.4166 | 2 | 0.3335 | 2 | |
| 0.4956 | 4 | 0.1771 | 2 | 0.0000 | 4 | 0.2242 | 4 | |
| 0.5038 | 1 | 0.5073 | 1 | 0.4527 | 1 | 0.4879 | 1 | |
| 0.5018 | 3 | 0.0642 | 4 | 0.4027 | 3 | 0.3229 | 3 |
Table 16 shows that both and are greater than 1; however, the ranking based on is the opposite of the ranking based on and , which is contradictory and exposes the flaws of the classical projection measure. In contrast, Table 8 demonstrates that the ranking based on , , and using the normalized projection measure introduced in this study is consistent. Moreover, the values of and fall between 0 and 1, illustrating the advantages of our proposed method. Additionally, the ranking results based on and are consistent with the study’s methodology, indicating that the ranking results of the classical projection measure method support the proposed methodology in some ways. Therefore, the normalized projection measure is found to be superior to the classical projection measure.
Table 17 shows that the ranking results based on , , and are inconsistent, resulting in three different ranking outcomes. This is highlighted by the fact that is the worst in the ranking based on , but is optimal in the ranking based on , which is unreasonable and exposes the flaws of the classical projection measure. However, the ranking result based on is consistent with the proposed methodology, indicating that the classical projection measure supports the proposed method in some ways. This illustrates the feasibility and validity of our methodology.
Table 18 demonstrates that it is not possible to obtain ranking results based on , and the classical projection method cannot accommodate cases in which the denominator is a zero matrix, once again exposing the limitations of the classical projection method. In contrast, Table 19 demonstrates that the ranking results obtained using the classical projection measure based on and and those based on comprehensive relative closeness ( ) are consistent. The results are also consistent with the ranking outcomes derived from the methodology proposed, indicating that the classical projection measures our method and demonstrates its feasibility and validity.
(c) Comparison with existing normalized projection measure
This section presents a comparison between the normalized projection measure introduced in this paper and that used in recent literature (Yue et al., 2023), revealing the advantages of the former.
Similar to Section 5.2, we replace Eqs. (15) and (16) with the normalized projection measure from previous research (Yue et al., 2023) as follows:
where , .
The corresponding Eq. (17) is replaced by
The corresponding Eqs. (21) and (22) after replacing the normalized projection measure (Yue et al., 2023) are as follows:
where , .
The corresponding Eq. (23) is replaced by
The corresponding Eqs. (27) and (28) after replacing the normalized projection measure (Yue et al., 2023)are as follows:
where , .
The corresponding Eq. (29) is replaced by
The corresponding Eq. (30) is replaced by
Next, using the GDM method of the existing normalized projection measure to analyze the examples presented in Section 6.1, we calculate the group utility measures ( and ) and relative closeness ( ) for each alternative ( ) using Eqs. (41) and (42), presenting the results and ranking in Table 20. We then calculate the group regret measures ( and ) and relative closeness ( ) for each alternative using Eqs. (44) and (45), and present the results and ranking in Table 21. Using equations (47) and (48), we calculate the group satisfaction measures ( and ) and relative closeness ( ). The results and ranking are presented in Table 22. Table 23 shows the final calculations of the combined closeness based on the group utility, group regret, and group satisfaction. The results and ranking of , , and are also include in Table 23 for comparison.
| Software | Ranking | Ranking | Ranking | |||
|---|---|---|---|---|---|---|
| 0.9794 | 2 | 0.8718 | 2 | 0.5291 | 2 | |
| 0.9114 | 4 | 1.0000 | 4 | 0.4768 | 4 | |
| 0.9869 | 1 | 0.8579 | 1 | 0.5350 | 1 | |
| 0.9756 | 3 | 0.8778 | 3 | 0.5264 | 3 |
| Software | Ranking | Ranking | Ranking | |||
|---|---|---|---|---|---|---|
| 0.6240 | 2 | 1.0000 | 1 | 0.6158 | 2 | |
| 1.0000 | 4 | 0.9985 | 3 | 0.4996 | 4 | |
| 0.5801 | 1 | 0.9992 | 2 | 0.6327 | 1 | |
| 0.6434 | 3 | 1.0000 | 1 | 0.6085 | 3 |
| Software | Ranking | Ranking | Ranking | |||
|---|---|---|---|---|---|---|
| 0.9071 | 2 | 1.0000 | 1 | 0.4756 | 2 | |
| 0.5578 | 4 | 1.0000 | 1 | 0.3581 | 4 | |
| 0.9678 | 1 | 1.0000 | 1 | 0.4918 | 1 | |
| 0.8841 | 3 | 1.0000 | 1 | 0.4692 | 3 |
| Software | Ranking | Ranking | Ranking | ||||
|---|---|---|---|---|---|---|---|
| 2 | 0.6158 | 2 | 0.4756 | 2 | 0.5402 | 2 | |
| 4 | 0.4996 | 4 | 0.3581 | 4 | 0.4448 | 4 | |
| 1 | 0.6327 | 1 | 0.4918 | 1 | 0.5532 | 1 | |
| 3 | 0.6085 | 3 | 0.4692 | 3 | 0.5347 | 3 |
Table 20 reveals that the , , and ranking results using the group utility measure of the normalized projection measure are consistent with the ranking results of the introduced methodology, indicating that the normalized projection measure is superior to the classical projection measure. It also supports the normalized projection measure used in this study.
As shown in Table 21, the ranking results are inconsistent with those based on and using the normalized projection measure. Moreover, it is difficult to sort the and relationship based on as the values are all very close to 1, making it difficult to distinguish between the advantages and disadvantages of alternatives. Notably, in Eq. (42), when is close to the zero matrices, will be very close to 1, and an that is a zero matrix produces a constant . This exposes the hidden defects of the normalized projection measure, confirming the advantages of the normalized projection measure methodology proposed in this study.
Table 22 shows that all values are equal to 1. This is because, according to Eq. (45) and the normalized projection measure, when is a zero matrix, will always equal 1. This indicates that it is not possible to rank the alternatives based on , exposing limitations of the existing normalized projection measure. Notably, the ranking results based on measures and are consistent with the proposed methodology, indicating that the ranking results of the normalized projection measure support the ranking results of the proposed normalized projection measure.
As shown in Table 23, the ranking results based on the group utility ( ), group regret ( ), group satisfaction ( ), and the comprehensive relative closeness ( ) measures using the normalized projection measure are consistent with the ranking results of the introduced method. This indicates that the normalized projection measure supports this study’s introduced normalized projection measure method, demonstrating the feasibility and validity of our approach.
(d) Comparative analysis of dynamic experiments
As the previous experimental analyses were all conducted on the same data sample, which may be insufficient to support the arguments, we conduct a dynamic experiment to supplement and further illustrate the advantages of the introduced model.
Referencing in the decision evaluation matrix (Table 1), let , , and other elements remain unchanged. Let increase from 0 to 75.
First, we plot the dynamic changes of each alternative based on group utility ( , , and ), group regret ( , , and ), group satisfaction ( , , and ), and comprehensive relative closeness ( ) measures. Changes are observed when the GDM method, based on the normalized projection measure, changes dynamically with the parameter . For comparison purposes, we also set , , and . The dynamic curve changes reflect the superiority and inferiority relationship of each alternative, as shown in Figs. 2-5.

- Dynamics of the introduced normalized projection measure based on the group utility measure.

- Dynamics of the introduced normalized projection measure based on the group regret measure.

- Dynamics of the introduced normalized projection measure based on the group satisfaction measure.

- Dynamics of the introduced normalized projection measure based on comprehensive relative closeness.
Fig. 2 reveals that the dynamic rankings of the alternatives based on the group utility measures ( and ) and relative closeness remain consistent with the introduced normalized projection measure with the change in parameter . The optimal alternative is , followed by , indicating that the ranking of the alternatives based on the group utility measures and relative closeness is robust and not easily influenced by individual experts’ evaluation information, validating the ranking results.
Fig. 3 reveals that the dynamic rankings of the alternatives based on the group utility measure ( ) and relative closeness ( ) remain consistent with the introduced normalized projection measure with the change in parameter . The optimal alternative is , followed by . According to the ranking results, the best alternative is always , while the worst is . When , then , and when , then . This is because the and rankings are too close to one another. Other measures also support this point; however, in most cases, is the best alternative. Therefore, the ranking results of the introduced method, based on the group regret measure, are predominantly unaffected by individual expert evaluations.
Fig. 4 reveals that the dynamic rankings of the alternatives based on the group utility measures and and relative closeness ( ) remain consistent with the introduced normalized projection measure with the change in parameter . The optimal alternative is , followed by , confirming that the ranking of the alternatives based on the introduced group utility measure and relative closeness is robust and not easily influenced by individual experts’ evaluation information. Therefore, the ranking results are reliable.
Fig. 5 reveals that the dynamic rankings of the alternatives based on comprehensive relative closeness remain consistent in the introduced normalized projection measure with the change of parameter . Combined with Figs. 2-4, it is evident that the results align with the ranking outcomes based on , , and . This verifies that the introduced method exhibits superior robustness and comprehensiveness.
Next, we separately plot the dynamic changes of each alternative based on group utility ( , , and ), group regret ( , , and ), group satisfaction ( , , and ), and comprehensive relative closeness ( ) measures. These changes are observed when the GDM method, based on the classical projection measure, changes dynamically with the parameter . For comparison purposes, we set , , and . In Figs. 6-9, dynamic curve changes reflect each alternative’s superiority and inferiority relationship.

- Dynamics of the classical projection measure based on the group utility measure.

- Dynamics of the classical projection measure based on the group regret measure.

- Dynamics of the classical projection measure based on the group satisfaction measure.

- Dynamics of the classical projection measure based on comprehensive relative closeness.
Fig. 6 reveals that the classical projection measure method produces inconsistent sorting results when parameter changes. The sorting results based on are always opposite those based on and , which is contradictory and exposes the limitations of the classical projection measure. Thus, the normalized projection measure presented in this paper demonstrates superiority over the classical projection measure. However, the ranking results based on and are consistent with those of the introduced method, indicating that the classical projection measure method supports the introduced methodology.
Fig. 7 reveals that when the classical projection measure changes with parameter , the sorting results based on , , and are always inconsistent, producing three different sorting results, where based on is the worst, but based on is optimal. This inconsistency exposes the defects of the classical projection measure. Furthermore, the ranking based on shows that and are too close to one another, which makes it more difficult to judge their superiority or inferiority.
Fig. 8 reveals some defects in the classical projection measure. When parameter changes, the alternatives cannot be ranked according to in most cases. The ranking of the alternatives based on changes dynamically, and although ranking consistency can be maintained in most cases, it is difficult to judge the superiority or inferiority of and as their rankings are too close. In contrast, the ranking results based on are always consistent with the ranking of the introduced method presented in this study.
Fig. 9 reveals that the ordering of the alternatives according to the comprehensive relative closeness is consistent based on the classical projection measure method with the change of parameter . The optimal alternative is , followed by , which aligns with the ordering of the normalized projection measure method introduced in this study. This indicates that the classical projection measure method, which is based on the comprehensive relative closeness measure ( ) supports the introduced methodology.
Finally, we separately plot the dynamic changes of each alternative based on group utility ( , , and ), group regret ( , , and ), group satisfaction ( , , and ), and comprehensive relative closeness ( ) measures. These changes are observed when the GDM method, based on the existing normalized projection measure, changes dynamically with the parameter . For comparison purposes, we set , , and = 1 . In Figs. 10-13, dynamic curve changes reflect each alternative’s superiority and inferiority relationship.

- Dynamics of the existing normalized projection measure based on the group utility measure.

- Dynamics of the existing normalized projection measure based on the group regret measure.

- Dynamics of the existing normalized projection measure based on the group satisfaction measure.

- Dynamics of the existing normalized projection measure based on comprehensive relative closeness.
Fig. 10 reveals consistent ranking results of , , and using the group utility measure of the existing normalized projection measure. The optimal alternative is , followed by , which aligns with that of the normalized projection measure methodology introduced in this study. The ranking results are not influenced by individual experts’ evaluation information, indicating that the ranking results of the alternatives are more robust and the normalized projection measure introduced in the literature is considered superior to the classical projection measure.
Fig. 11 reveals that the normalized projection measure methodology (Yue et al., 2023) has some hidden defects. When parameter is changed, the sorting results of each alternative based on are inconsistent with those based on and . Moreover, it is not possible to sort the relationship between the advantages and disadvantages of and based on . This highlights the advantages of the introduced normalized projection measure methodology. However, the sorting results based on and remain consistent with those of this study’s method, indicating that the normalized projection measure supports the introduced method, validating the feasibility of the method.
Fig. 12 reveals that the normalized projection measure methodology (Yue et al., 2023) is not capable of ranking the alternatives based on in the majority of cases, as the parameter changes, exposing the limitations of the measure and highlighting the advantages of the introduced normalized projection measure methodology. However, the sorting results based on and remain consistent with the introduced methodology, indicating that the normalized projection measure supports the feasibility and validity of the introduced methodology.
Fig. 13, based on the normalized projection measure, shows that the ranking results of the alternatives based on the comprehensive relative closeness remain consistent with the change in parameter . The optimal alternative is , followed by , which is also consistent with the ranking results based on , , and . Although the normalized projection measure has some defects in certain aspects, it shows better robustness and comprehensiveness under the overall framework of the introduced comprehensive measure.
In summary, after analyzing the classical projection measure methodology and normalized projection measure methodology, it is evident that both have certain shortcomings, and the normalized projection measure introduced in this study addresses these shortcomings. However, it is noteworthy that the classical projection measure and the normalized projection measure also exhibit good decision-making capabilities in terms of integrated measures within the framework of the GDM method constructed in this study. In conclusion, the normalized projection measure introduced in this study outperforms the one presented in the existing literature (Yue et al., 2023), which is superior to the classical projection measure within the GDM framework established here.
5.3 Dynamic data testing method
We next propose a dynamic data quiz method to demonstrate the validity of the decision-making method in this section. This method involves assigning a dynamic parameter to each expert’s evaluation value for each attribute. The parameter is then allowed to vary within a permissible range of values. Finally, we count the number of changes in the ranking relationships of the alternatives when each evaluation value is set as a dynamic parameter for the test under each measure. This approach can objectively illustrate the decision-making method’s robustness, stability, and comprehensiveness.
We conduct dynamic quizzes on three different projection measures in the framework of the GDM approach of this study, encompassing the classical projection measure, the existing normalized projection measure, and the introduced normalized projection measure, referencing the data cases in Section 5.1 for this purpose. The quiz records the number of changes in ranking relationships for each alternative under 10 measures based on group utility, regret, satisfaction, and comprehensive relative closeness ( ) measures. We calculate the average rate of change in the ranking relationships based on these 10 measures (denoted as the general average rate of change), and the average rate of change in the ranking relationship based on relative closeness (denoted as the average rate of change), and the average rate of change based on comprehensive relative closeness (denoted as the composite average rate of change), presenting the results of these calculations in Table 24.
| Projection measures | SC | The general average rate of change | The average rate of change | The composite average rate of change | |||
|---|---|---|---|---|---|---|---|
| The classical projection measure | 2 | 36 | 0 | 8 | 0.43 | 0.35 | 0.22 |
| The normalized projection measure from the literature (Yue et al., 2023) | 0 | 4 | 0 | 0 | 0.22 | 0.04 | 0.00 |
| The normalized projection measure in this paper | 0 | 4 | 0 | 0 | 0.11 | 0.04 | 0.00 |
Table 24 reveals that the introduced normalized projection measure has a lower general average rate of change than the classical projection measure and the existing normalized projection measure (Yue et al., 2023). Furthermore, the general average rate of change of the existing normalized projection measure is lower than that of the classical projection measure, suggesting that the introduced normalized projection measure is more robust, stable, and comprehensive than the normalized projection measure in the literature (Yue et al., 2023), which is superior to the classical projection measure.
Moreover, the average rate of change and the integrated average rate of change of the introduced normalized projection measure and the normalized projection measure in the literature (Yue et al., 2023) are lower than the classical projection measure, indicating that the introduced normalized projection measure and that in the literature (Yue et al., 2023) are more robust, stable, and comprehensive than the classical projection measure based on the integrated measure.
Furthermore, the integrated average rate of change is lower than the average rate of change, and the average rate of change is lower than the general average rate of change. This implies that the GDM method constructed in this study, based on the integrated posting schedule, is more robust, stable, and comprehensive, and can enhance the accuracy of decision-making.
6. Conclusions
This paper proposes a comprehensive decision-making method based on extended VIKOR for the GDM problem of SQE in the IVIF environment. A new generalized normalized projection measure is constructed, the proximity of IVIF matrices is effectively measured, and based on this, an objective method for determining expert weights is designed to avoid subjective deviations in the decision-making process. By combining this projection measure with the VIKOR method, a decision-making framework integrating group utility, group regret, and group satisfaction measures is established. For the first time, the specific formulations of the group regret and satisfaction matrices are explicitly defined, which enhances the comprehensive evaluation ability of the method. This method is applied to the quality evaluation example of four types in a university in Guangdong Province, China. Through static experiments, the comprehensive relative closeness degrees are calculated as 0.5959, 0.3500, 0.6309, and 0.5817, respectively. The final ranking result is , clearly identifying as the software product with the best quality. Dynamic experiments and comparative analysis further verify the superiority of this method: compared with the classical projection measure and the existing normalized projection measure, the general average change rate (0.11) of the method in this paper is lower, and the comprehensive average change rate is 0, indicating that it has stronger robustness, stability and comprehensive measurement ability in dealing with uncertain information.
The major contributions of this work are as follows. (1) A new formula is developed for measuring the proximity of two IVIF matrices, which is called a normalized projection measure. (2) We use the formula to propose a novel method for determining expert weights, which reduces subjectivity and minimizes the influence of authority bias. (3) The study extends the VIKOR method using the developed formula to establish a new GDM method framework for group utility, regret, and satisfaction, and comprehensive measures. Specific regret and satisfaction matrices are also explicitly defined. (4) Applying the introduced GDM method framework to SQE examples to verify its feasibility and validity. (5) Conducting dynamic experiments and a data perturbation test to compare the introduced normalized projection measure with the classical projection measure and the normalized projection measure in the literature (Yue et al., 2023). The results demonstrate that the introduced normalized projection measure demonstrates superior robustness, stability, and comprehensiveness.
The research presented in this paper offers new insights for enterprises in managing software quality, encouraging teams to prioritize multidimensional assessments and fostering a stronger awareness of quality across all staff. It emphasizes the importance of leveraging scientific decision-making tools to enhance decision-making efficiency, while also promoting strengthened teamwork to collaboratively improve software quality. Notably, the introduced method has some limitations. First, we only consider evaluation information as IVIFN and do not consider other types of evaluation information, such as triangular and trapezoidal fuzzy numbers, linguistic fuzzy information, or hybrid fuzzy information. Second, our introduced method has only been applied to software quality assessment, and our method has the potential to be applied to decision-making problems in various other fields, such as electronic waste management (Seikh and Chatterjee 2024), renewable energy sources selection (Seikh and Chatterjee 2024), and cloud service selection (Kumar and Chen 2023), among others. Further research to explore the extension of this method to other applied decision-making domains will be conducted in the future.
CRediT authorship contribution statement
Xiaojun Xie: Conceptualization, data curation, formal analysis, investigation, methodology, resources, software, experimentation, writing-original draft, writing-review & editing. Saratha Sathasivam: Funding acquisition, supervision, writing-review & editing. Gang Lu: methodology, software. Hong Ma: Writing-review & editing.
Declaration of competing interest
The authors declare that they have no competing financial interests or personal relationships that could have influenced the work presented in this paper.
Data availability
All data generated or analyzed during this study are included in this published article.
Declaration of Generative AI and AI-assisted technologies in the writing process
The authors confirm that there was no use of Artificial Intelligence (AI)-Assisted Technology for assisting in the writing or editing of the manuscript and no images were manipulated using AI.
Funding
This research was supported by Universiti Sains Malaysia through the bridging grant R501-LR-RND003-0000002089-0000.
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