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Presentation
Presentation
Provides knowledge, skills and tools for decision aiding in complex problems of Industrial Engineering and Management. Its scope includes the application of different methods for structuring evaluation models with multiple actors, objectives and alternatives, as well as the incorporation of uncertainty and risk.
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Class from course
Class from course
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Degree | Semesters | ECTS
Degree | Semesters | ECTS
Master Degree | Semestral | 6
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Year | Nature | Language
Year | Nature | Language
1 | Mandatory | Português
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Code
Code
ULHT6606-23870
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Prerequisites and corequisites
Prerequisites and corequisites
Not applicable
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Professional Internship
Professional Internship
Não
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Syllabus
Syllabus
- Introduction
- Characteristics of the decision context and structuring tools
- Soft methods of structuring the problem
- Stakeholder analysis
- Scenario analysis
- Cognitive mapping
- Strategy generation table
- Best practices, advantages and disadvantages
- Soft methods of structuring the problem
- Major problem categories
- Choice
- Ranking
- Sorting
- Schools of Decision Analysis and their theoretical foundations
- Anglo-Saxon and European School
- Methods based on value and utility theory
- Multi-Attribute Value Theory
- Multi-Attribute Utility Theory
- Decision rule methods
- From data to decision support. Uncertainty and complexity
- Sources of uncertainty
- Modeling - Predictions of alternatives’ performance
- Sensitivity analysis, change of assumptions
- Group decision: iterations, questionnaires, conference process
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Objectives
Objectives
This curricular unit aims to deepen students' knowledge of models, processes and tools to support decision-makers. Such support will focus in structuring and exploring decisions characterized by the complexity of their context, multiple objectives, uncertainty and differences of opinion. More specifically, students will learn to:
- structure complex decision problems, in public or private context, and break them down into manageable parts;
- integrate goals and preferences of different decision-makers into the decision support model by eliciting their subjective preferences.
- include uncertainty in decision support models and to test assumptions with sensitivity analyses, understanding the existence of limitations to decision making;
- analyze real examples of decision analysis applications and decision conferencing in organizations;
- select and use decision support tools, promoting consensus among different decision makers.
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Teaching methodologies and assessment
Teaching methodologies and assessment
State-of-the-art software and hands-on application of the syllabus to solve a real-world decision problem.
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References
References
- Belton, Valerie, and Stewart, Theodor J. (2002). Multiple Criteria Decision Analysis: An Integrated Approach, Springer Science+Business Media Springer.
- Eisenführ, Franz; Weber, Martin; and Langer, Thomas (2010) Rational Decision Making. 1st edition, 447 p., Springer Verlag
- Goodwin, P., & Wright, G. (2014). Decision analysis for management judgment. John Wiley & Sons.
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Office Hours
Office Hours
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Mobility
Mobility
No
