TEACHING MULTI-OBJECTIVE MULTI-STAKEHOLDER
Author : pamella-moone | Published Date : 2025-06-27
Description: TEACHING MULTIOBJECTIVE MULTISTAKEHOLDER DECISION MODELING WITH CASES L Robin Keller Jay Simon University of California Irvine USA President INFORMS INFORMSorg Defense Resources Management Institute USA 11TH International
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Transcript:TEACHING MULTI-OBJECTIVE MULTI-STAKEHOLDER:
TEACHING MULTI-OBJECTIVE MULTI-STAKEHOLDER DECISION MODELING WITH CASES L. Robin Keller*, Jay Simon** * University of California, Irvine, USA President, INFORMS (INFORMS.org) ** Defense Resources Management Institute, USA 11TH International Workshop on Operations Research OR & Human Welfare: Health, Environment, and Education Havana, Cuba, March 10-13, 2015 1 2 Decision Analyst Ralph Keeney advises us to practice Value-Focused Thinking Thinking about what we value as expressed in our objectives Keeney, R. L. 1992. Value-Focused Thinking—A Path to Creative Decision Making. Harvard University Press, Cambridge, MA. Hammond, J. S., R. L. Keeney, H. Raiffa. 1999. Smart Choices: A Practical Guide to Making Better Decisions. Harvard Business School Press. 3 Keeney’s Personal Objectives Maximize my quality of life Enjoy life Be intellectually fulfilled Enhance the lives of family and friends Contribute to society Keeney (1992), Value Focused Thinking MULTIPLE OBJECTIVE DECISIONS UNDER CERTAINTY Model Objectives hierarchies of stakeholder(s) Additive “weight & rate” multiple objective measurable value function Software Use Excel with sliders to input swing weights Show sensitivity analysis in real time as bar graphs change Experiential Learning Applicable to business, personal, social/charity projects Apply in class, on homework, and in term project Students able & willing to “take away” & use in future Much of this material is at http://faculty.sites.uci.edu/lrkeller/classes/. LR Keller, JSimon, Y Wang. "Multiple objective decision analysis involving multiple stakeholders," Ch. 7 in M. R. Oskoorouchi (ed.) Tutorials in Operations Research- Decision Technologies and Applications. INFORMS. (2009). [faculty.sites.uci.edu/lrkeller/files/2011/06/multiple-objective-decision-analysis-involving-multiple-stakeholders.pdf] 4 5 MERGER DECISION ANALYSIS OF POTENTIAL MERGER OF OPERATIONS RESEARCH SOCIETY OF AMERICA (ORSA) AND THE INSTITUTE OF MANAGEMENT SCIENCES (TIMS) L. Robin Keller and Craig W. Kirkwood, “The Founding of INFORMS: A Decision Analysis Perspective”, Operations Research. 47(1), Jan.-Feb. 1999, 16-28. [faculty.sites.uci.edu/lrkeller/files/2011/06/The-Founding-of-Informs-Decision-Analysis.pdf] Powerpoint: http://faculty.sites.uci.edu/lrkeller/classes/ 6 ORSA/TIMS COOPERATION ALTERNATIVES SEP: SEPARATION OF ORSA & TIMS SQ: STATUS QUO PARTNERSHIP SM: SEAMLESS MERGER M2: MERGE WITH ORSA/TIMS AS SUB-UNITS M3: MERGE WITH NO ORSA/TIMS SUB-UNITS; SUB-UNITS ARE REPRESENTED ON BOARD 7 ORSA/TIMS MERGER OBJECTIVES FIVE MAIN CATEGORIES IMPROVE COST EFFICIENCY ENHANCE QUALITY OF PRODUCTS ESTABLISH STRONG EXTERNAL IMAGE MAINTAIN SCOPE/DIVERSITY OF FIELD IMPROVE OPERATIONS Elicited stakeholders’ objectives & combined them into 1 hierarchy 8 ADD BRANCHES TO MAIN CATEGORIES IMPROVE COST EFFICIENCY MAINTAIN ALLOCATE WELL MAINTAIN EFFICIENT REVENUES AND EFFICIENT USE OF FUNDS EXPENSES USE OF TIME EXPLOIT BALANCE DUES REMOVE ECONOMIES RATE & FEE- DOUBLED OF SCALE FOR-SERVICE DUES 9 VALUE RATING SCALE 2: SEEN BY AVERAGE MEMBER AS IMPROVED 1:
