Decision Analysis. Decision Analysis provides a framework and methodology for rational decision making when the outcomes are uncertain.

Slides:



Advertisements
Similar presentations
Decision Theory.
Advertisements

Decision Analysis Chapter 3
Chapter 5: Decision-making Concepts Quantitative Decision Making with Spreadsheet Applications 7 th ed. By Lapin and Whisler Sec 5.5 : Other Decision Criteria.
Chapter 14 Decision Analysis. Decision Making Many decision making occur under condition of uncertainty Decision situations –Probability cannot be assigned.
1 1 Slide © 2004 Thomson/South-Western Payoff Tables n The consequence resulting from a specific combination of a decision alternative and a state of nature.
Chapter 18 Statistical Decision Theory Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Statistics for Business and Economics 7 th.
Decision Theory.
Chapter 21 Statistical Decision Theory
Decision Analysis Managers often must make decisions in environments that are fraught with uncertainty. Some Examples A manufacturer introducing a new.
Managerial Decision Modeling with Spreadsheets
2000 by Prentice-Hall, Inc1 Supplement 2 – Decision Analysis A set of quantitative decision-making techniques for decision situations where uncertainty.
1 1 Slide © 2000 South-Western College Publishing/ITP Slides Prepared by JOHN LOUCKS.
1 1 Slide © 2008 Thomson South-Western. All Rights Reserved Slides by JOHN LOUCKS St. Edward’s University.
1 1 Slide © 2008 Thomson South-Western. All Rights Reserved © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or.
Decision Analysis Chapter 15: Hillier and Lieberman Dr. Hurley’s AGB 328 Course.
Chapter 7 Decision Analysis
Slides prepared by JOHN LOUCKS St. Edward’s University.
Chapter 4 Decision Analysis.
1 1 Slide Decision Analysis n Structuring the Decision Problem n Decision Making Without Probabilities n Decision Making with Probabilities n Expected.
Chapter 8 Decision Analysis MT 235.
1 1 Slide Decision Analysis Professor Ahmadi. 2 2 Slide Decision Analysis Chapter Outline n Structuring the Decision Problem n Decision Making Without.
1 1 Slide © 2009 South-Western, a part of Cengage Learning Slides by John Loucks St. Edward’s University.
Topic 2. DECISION-MAKING TOOLS
Decision Analysis And Decision Tree Software. Decision Analysis Managers often must make decisions in environments that are fraught with uncertainty.
Business 260: Managerial Decision Analysis
BA 555 Practical Business Analysis
Decision Analysis Chapter 3
Decision Making Under Uncertainty and Under Risk
Decision analysis: part 1 BSAD 30 Dave Novak Source: Anderson et al., 2013 Quantitative Methods for Business 12 th edition – some slides are directly from.
1 1 Slide © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole.
Decision Tree Analysis. Decision Analysis Managers often must make decisions in environments that are fraught with uncertainty. Some Examples –A manufacturer.
BA 452 Lesson C.4 The Value of Information ReadingsReadings Chapter 13 Decision Analysis.
Operations Management Decision-Making Tools Module A
IndE 311 Stochastic Models and Decision Analysis
1 1 Slide © 2009 Thomson South-Western. All Rights Reserved Slides by JOHN LOUCKS St. Edward’s University.
Operations Management Decision-Making Tools Module A
Decision Analysis Chapter 3
1 1 Slide © 2005 Thomson/South-Western EMGT 501 HW Solutions Chapter 12 - SELF TEST 9 Chapter 12 - SELF TEST 18.
Chapter 8 Decision Analysis n Problem Formulation n Decision Making without Probabilities n Decision Making with Probabilities n Risk Analysis and Sensitivity.
Lecture No. 41 Chapter 12 Contemporary Engineering Economics Copyright © 2010 Contemporary Engineering Economics, 5th edition, © 2010.
Table of Contents Chapter 9 (Decision Analysis)
An Introduction to Decision Theory (web only)
Chapter 3 Decision Analysis.
McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., Table of Contents Chapter 12 (Decision Analysis) Decision Analysis Examples12.2–12.3 A Case.
McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., Table of Contents Chapter 9 (Decision Analysis) Decision Analysis Examples9.2–9.3 A Case.
Homework due next Tuesday, September 22 p. 156 # 5-7, 5-8, 5-9 Please use complete sentences to answer any questions and make. Include any tables you are.
1 1 Slide Decision Theory Professor Ahmadi. 2 2 Slide Learning Objectives n Structuring the decision problem and decision trees n Types of decision making.
To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Supplement S2 Decision Analysis To.
Copyright © 2009 Cengage Learning 22.1 Chapter 22 Decision Analysis.
Copyright © 2005 Brooks/Cole, a division of Thomson Learning, Inc Chapter 23 Decision Analysis.
Decision Theory McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Models for Strategic Marketing Decision Making. Market Entry Decisions To enter first or to wait Sources of First-Mover Advantages –Technological leadership.
Amity School Of Business Operations Research OPERATIONS RESEARCH.
Decision Analysis
Decision Analysis.
1 1 © 2003 Thomson  /South-Western Slide Slides Prepared by JOHN S. LOUCKS St. Edward’s University.
Decision Analysis Anderson, Sweeney and Williams Chapter 4 Read: Sections 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, and appendix 4.1.
© 2015 McGraw-Hill Education. All rights reserved. Chapter 16 Decision Analysis.
ENGM 661 Engr. Economics for Managers Decisions Under Uncertainty.
EMGT 5412 Operations Management Science Decision Analysis Dincer Konur Engineering Management and Systems Engineering 1.
Chapter 19 Statistical Decision Theory ©. Framework for a Decision Problem action i.Decision maker has available K possible courses of action : a 1, a.
Chapter 8 Decision Analysis n Problem Formulation n Decision Making without Probabilities n Decision Making with Probabilities n Risk Analysis and Sensitivity.
1 1 Slide © 2005 Thomson/South-Western Chapter 13 Decision Analysis n Problem Formulation n Decision Making without Probabilities n Decision Making with.
Decisions under uncertainty and risk
Subject Name: OPERATIONS RESEARCH Subject Code: 10CS661 Prepared By:
Chapter 5: Decision-making Concepts
Steps to Good Decisions
John Loucks St. Edward’s University . SLIDES . BY.
Chapter 13 Decision Analysis
Statistical Decision Theory
Presentation transcript:

Decision Analysis

Decision Analysis provides a framework and methodology for rational decision making when the outcomes are uncertain.

Alternative Status of Land OilDry Payoff Drill for oil Sell the land Chance of status $700,000 $ 90,000 1 in 4 -$100,000 $ 90,000 3 in 4 Example The cost of drilling : $100,000 If oil is found, the expected revenue : $800,000 A selling price of the land : $ 90,000

Maximin payoff criterion Maximum likelihood criterion Bayes’ Decision Rule

Maximin payoff criterion: For each possible action, find the minimum payoff over all possible states of nature. Next, find the maximum of these minimum payoffs. Choose the action whose minimum payoff gives this maximum.

AlternativeOilDry State of Nature Drill Sell Minimum in Row Maximin Maximin payoff criterion

Maximum likelihood criterion: Identify the most likely state of nature (the one with the largest prior probability). For this state of nature, find the action with the maximum payoff. Choose this action.

Maximum likelihood criterion AlternativeOilDry State of Nature Drill Sell Maximum Prior Probability Maximum

Bayes’ Decision Rule: Using the best available estimates of the probabilities of the respective states of nature (currently the prior probabilities), calculate the expected value of the payoff for each of the possible actions. Choose the action with the maximum expected payoff.

AlternativeOilDry State of Nature Drill Sell Maximum Prior Probability Bayes’ Decision Rule Expected Payoff E[Payoff(drill)] = 0.25(700) (-100) = 100 E[Payoff(sell)] = 0.25(90)+0.75(90) = 90

Sensitivity Analysis with Bayes’ Decision Rule The true prior probability of having oil is likely to be in the range from 0.15 to 0.35, so the corresponding prior probability of the land being dry would range from 0.85 to P = prior probability of oil the expected payoff from drilling for any p is E[Payoff(drill)] = 700p - 100(1 - p) = 800p

Expected payoff (EP) Prior probability of oil Crossover point Drill for oil Prior probability of oil Region where the decision should be to drill for oil Region where the decision should be to sell the land

E[Payoff(drill)] = E[Payoff(sell)] 800p = 90 Conclusion: Should sell the land if p < Should drill for oil if p > To find a crossover point

There is an available option that is to conduct a detailed seismic survey of the land to obtain a better estimate of the probability of oil. The cost is $30,000. A seismic survey obtains seismic soundings that indicate whether the geological structure is favorable to the presence of oil. Decision Making with Experimentation

U: Unfavorable seismic soundings; oil is fairly unlikely. F: Favorable seismic soundings, oil is fairly likely. Based on past experience, if there is oil, P(U|State=Oil)=0.4, so P(F|State=Oil)=0.6 If there is no oil, P(U|State=Dry)=0.8, so P(F|State=Dry)=0.2

Bayes’ theory S i : State of Nature (i = 1 ~ n) P(S i ): Prior Probability F j : Professional Information (Experiment)( j = 1 ~ n) P(F j | S i ): Conditional Probability P(F j S i ) = P(S i F j ): Joint Probability P(S i | F j ): Posterior Probability P(S i | F j )

E[Payoff(drill|Finding=U)] E[Payoff(sell|Finding=U)] Expected payoffs if finding is unfavorable seismic soundings (U):

Expected payoffs if favorable seismic soundings (F): E[Payoff(drill|Finding=F)] E[Payoff(sell|Finding=F)]

Finding from Seismic Survey Optimal Action Expected Payoff Excluding Cost of Survey USS FSS Sell the land Drill for oil 90 ( ) 300 ( ) To maximize the expected payoff, However, what this analysis does not answer is whether it is worth spending $30,000 to conduct the experimentation (the seismic survey).

Expected Value of Perfect Information (EVPI): EVPI = expected payoff with perfect information expected payoff without experimentation. Since experimentation usually cannot provide perfect information, EVPI provides an upper bound on the expected value of experimentation. The Value of Experimentation

Expected payoff with perfect information = 0.25(700) (90) = Expected payoff without experimentation = 0.25(700) (-100) = 100 ( > 90) (By Bayes’ decision rule) EVPI = = Since far exceeds 30, the cost of experimentation, it may be worthwhile to proceed with the seismic survey.

P(U) = P(O)P(U | O)+P(D)P(U | D) = (0.25)(0.4)+ (0.75)(0.8) = 0.7 P(F) = P(O)P(F | O)+P(D)P(F | D) = (0.25)(0.6)+(0.75)(0.2) = 0.3 E(Payoff|Finding = U) = 90, E(Payoff|Finding = F) = 300, Expected payoff with experimentation = 0.7(90)+0.3(300) = 153.

Expected Value of Experimentation (EVE): EVE = expected payoff with experimentation expected payoff without experimentation. EVE = = 53. Since this value exceeds 30, the cost of conducting a detailed seismic survey, this experimentation should be done.

Decision Trees The nodes of the decision tree are referred to as nodes, and the arcs are called branches. A decision node, represented by a square, indicates that a decision needs to be made at that point in the process. A chance node, represented by a circle, indicates that a random event occurs at that point.

Oil Favorable Dry a e d c b f g h Drill Sell Drill Sell Drill Oil Dry Do seismic survey Unfavorable No seismic survey decision node chance node

Oil(0.5) Favorable(0.3) Dry(0.75) 0 Dry(0.857) a e d c b f g h Payoff Drill Sell Drill Sell Drill Oil(0.143) Oil(0.25) Dry(0.5) Do seismic survey Unfavorable(0.7) No seismic survey

Performing the Analysis 1. Start at the right side of the decision tree and move left one column at a time. For each column, perform either step 2, or step For each chance node, calculate its Expected Payoff (EP). Record the EP, and designate this quantity as also being the EP for the branch leading to this node. 3. For each decision node, compare the EP of its branches and choose the alternative whose branch has the largest EP. Record the choice by inserting a double dash as a barrier.

Oil(0.5) Dry(0.75) Dry(0.857) f g h Payoff Drill Oil(0.143) Oil(0.25) Dry(0.5) For each chance node, Expected Payoffs (EP) are calculated as

e d c f g h Payoff Drill Sell Drill Sell Drill Drill alternative has EP = Sell alternative has EP = > -15.7, so choose the Sell. Drill has EP = 270. Sell has EP = > 60, so choose the Drill. Drill has EP = 100. Sell has EP = > 90, so choose the Drill.

Favorable(0.3) a e d c b Do seismic survey Unfavorable(0.7) No seismic survey EP = 0.7(60) + 0.3(270)= Do seismic survey has EP = 123 No seismic survey has EP = > 100, so choose Do seismic survey.

Oil(0.5) Favorable(0.3) Dry(0.75) 0 Dry(0.857) a e d c b f g h Payoff Drill Sell Drill Sell Drill Oil(0.143) Oil(0.25) Dry(0.5) Do seismic survey Unfavorable(0.7) No seismic survey

Optimal policy: Do the seismic survey. If the result is unfavorable, sell the land. If the result is favorable, drill for oil. The expected payoff (including the cost of the seismic survey) is 123 ($123,000).

For any decision tree, this backward induction procedure always will lead to the optimal policy after the probabilities are computed for the branches emanating from a chance node.