Desicion tree need it for today
Situation
David Chang is the owner of a small electronics company. In six months, a proposal is due for an electronic timing system for the 2016 Olympic Games. For several years, Chang’s company has been developing a new microprocessor referred to as the X-32. The X-32 is a breakthrough component that would allow Chang to develop a timing system that would be superior to any product currently on the market. However, progress in R&D has been slow, and Chang is unsure about whether his staff can complete the X-32 microprocessor in time.
If they continue the R&D and succeed in developing the X-32, there is an excellent chance that Chang’s company will win the $1 million Olympic contract. If they continue the R&D but do not successfully complete the X-32, there is a small chance they will still be able to win the same contract with an alternative, inferior timing system that is a modification of one already developed. If they do not continue R&D, there is no chance to win the contract.
If he continues the project, Chang must invest $200K in R&D expenses. In addition, making a proposal requires developing a prototype timing system at an additional cost of $50K. Finally, if Chang wins the contract, the finished product will cost an additional $150K to produce.
1
© 2013, Charles E. Noon, Ph.D.
Decision Tree: a tool for representing, evaluating, and communicating a decision process. A decision tree is constructed using branches and nodes.
Symbols:
Square represents a decision node.
Circle represents an uncertain event node
Triangle represents a terminal node.
Structuring the Decision Situation
2
© 2013, Charles E. Noon, Ph.D.
Structuring the Decision Situation
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
3
© 2013, Charles E. Noon, Ph.D.
Structuring the Decision Situation
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
-200K
-50K
+850K
-50K
+850K
4
© 2013, Charles E. Noon, Ph.D.
Structuring the Decision Situation
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
-200K
-50K
+850K
-50K
+850K
.40
.60
.90
.10
.05
.95
5
© 2013, Charles E. Noon, Ph.D.
Structuring the Decision Situation
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
-200K
-50K
+850K
-50K
+850K
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
6
© 2013, Charles E. Noon, Ph.D.
Structuring the Decision Situation
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
7
© 2013, Charles E. Noon, Ph.D.
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
Strategy 1
“Abandon”
8
© 2013, Charles E. Noon, Ph.D.
“Abandon” Strategy 1
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
Strategy 2
“Continue ; Make ; Make”
9
© 2013, Charles E. Noon, Ph.D.
“Continue; Make: Make” Strategy 2
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
Strategy 3
“Continue ; Make ; Don’t Make”
10
© 2013, Charles E. Noon, Ph.D.
“Continue ; Make ; Don’t Make” Strategy 3
Uncertainty in Net Cash Flow
.50
.50
1.00
$20
$60
$0
or
Expected Monetary Value (EMV) = the sum of the payoffs times their probabilities.
EMV=$20
EMV=$30
11
© 2013, Charles E. Noon, Ph.D.
Uncertainty in Net Cash Flow
EMV = .50(60) - .40(25) +.10(30) = $23K
.40
Loss
of $25K
.50
.10
Gain
of $60K
Gain
of $30K
.40
- $25K
.50
.10
+ $60K
+ $30K
12
© 2013, Charles E. Noon, Ph.D.
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
Evaluating According to EMV
13
© 2013, Charles E. Noon, Ph.D.
ã 1998, Charles Noon / All Rights Reserved
Notes
Evaluating According to EMV
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
515K
-207.5K
14
© 2013, Charles E. Noon, Ph.D.
ã 1998, Charles Noon / All Rights Reserved
Notes
Evaluating According to EMV
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
515K
-207.5K
-200K
515K
15
© 2013, Charles E. Noon, Ph.D.
ã 1998, Charles Noon / All Rights Reserved
Notes
Evaluating According to EMV
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
515K
-207.5K
-200K
515K
86K
16
© 2013, Charles E. Noon, Ph.D.
ã 1998, Charles Noon / All Rights Reserved
Notes
Evaluating According to EMV
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
515K
-207.5K
-200K
515K
86K
17
© 2013, Charles E. Noon, Ph.D.
ã 1998, Charles Noon / All Rights Reserved
Notes
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
515K
-207.5K
-200K
515K
86K
Strategy with highest EMV
“Continue ; Make ; Don’t Make”
18
© 2013, Charles E. Noon, Ph.D.
“Continue; Make; Don’t Make Strategy with highest EMV
Abandon
Continue
R&D
Succeeds
R&D
Fails
Make
Proposal
Don’t Make
Proposal
Don’t Make
Proposal
Make
Proposal
Lose
Lose
Win
Win
+600K
-200K
0
-250K
+600K
-200K
-250K
.40
.60
.90
.10
.05
.95
515K
-207.5K
-207.5K
515K
81.5K
Strategy with 2nd highest EMV
19
© 2013, Charles E. Noon, Ph.D.
“Continue ; Make ; Make”