59.Systems, Man, and Cybernetics by John G. Webster (Editor)

By John G. Webster (Editor)

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See DATABASES. DATA MART. See DATAWAREHOUSING. DATA MINING. See DATA REDUCTION; MACHINE LEARNING. DATA MODELS, OBJECT-ORIENTED. See OBJECTORIENTED DATABASES. htm }{{}} ● HOME ● ABOUT US ● CONTACT US ● HELP Home / Engineering / Electrical and Electronics Engineering Wiley Encyclopedia of Electrical and Electronics Engineering Decision Analysis Standard Article Kathryn B. Laskey1 1George Mason University, Fairfax, VA Copyright © 1999 by John Wiley & Sons, Inc. All rights reserved. W7104 Article Online Posting Date: December 27, 1999 Abstract | Full Text: HTML PDF (87K) ● ● ● ● Recommend to Your Librarian Save title to My Profile Email this page Print this page Browse this title ● Search this title Enter words or phrases Abstract The sections in this article are Introduction Preference Modeling Option Generation Uncertainty Modeling Maximization of Subjective Expected Utility Decision Trees and Influence Diagrams Value of Information Sensitivity Analysis and Model Criticism Additional Issues in Decision Analysis About Wiley InterScience | About Wiley | Privacy | Terms & Conditions Copyright © 1999-2008John Wiley & Sons, Inc.

This, of course, leads to the question, What is the problem? How would you know if the problem was solved, or not solved? The nature of this question was discussed earlier in this article. Evaluation. Does the system meet requirements? Formulation of the design problem should result in specification of requirements that must be satisfied for a design solution to be successful. Examples include speed, accuracy, throughput, and manufacturing costs. Demonstration. How do observers react to the system?

These goals can be accomplished by viewing measurement as a process involving the four phases shown in Fig. 2. Naturalist Phase. This phase involves understanding the domains and tasks of stakeholders from the perspective of individuals, the organization, and the environment. This understanding includes not only people’s activities, but also prevalent values and attitudes relative to productivity, technology, and change in general. Evaluative assessments of interest include identification of difficult and easy aspects of tasks, barriers to and potential avenues of improvement, and the relative leverage of the various stakeholders in the organization.

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