Desicion tree need it for today

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tree_sample.pptx

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”