Assignment : DFD COMPONENTS

1. Input : Number of New Components bought (number)

Season for sales taken into consideration (season)
Sales Condition (sales)
Output : Wastage of Components (wastage)

IF season == ‘Poor Summers’ AND sales == ‘Low Sales’

IF number == 0 THEN wastage = 0; END-IF
IF number == 500 THEN wastage = 20; END-IF
IF number == 1000 THEN wastage = 20; END-IF
IF number == 1500 THEN wastage = 30; END-IF

ELSE IF season == ‘Fair Summers’ AND sales == ‘Reasonable Sales’

IF number == 0 THEN wastage = 15; END-IF
IF number == 500 THEN wastage = 0; END-IF
IF number == 1000 THEN wastage =15; END-IF
IF number == 1500 THEN wastage = 20; END-IF

ELSE IF season == ‘Good Summers’ AND sales == ‘Good Sales’

IF number == 0 THEN wastage = 20; END-IF
IF number == 500 THEN wastage = 20; END-IF
IF number == 1000 THEN wastage = 0; END-IF
IF number == 1500 THEN wastage = 0; END-IF

ELSE IF season == ‘Very Good Summers’ AND sales == ‘Very High Sales’
IF number == 0 THEN wastage = 30; END-IF
IF number == 500 THEN wastage = 25; END-IF
IF number == 1000 THEN wastage = 15; END-IF
IF number == 1500 THEN wastage = 0; END-IF

END-IF
2. Decision Table

Action / Condition Retail Customer Wholesale Customer

Insufficient Sufficient Insufficient Sufficient
Inventory Inventory Inventory Inventory
Back Order Required Y N Y N
Ordered Ordered
Specified Below
Quantity Specified
Quantity
Discount Allowed N Y N
Have Sales Tax Have No Sales
Exception Tax Exception
Form Form
Sales Tax Levied Y Y N
Payment Payment On Payment Payment On
Received Delivery Received Delivery
Bill Shipped Y N Y N

3. Decision Trees

A decision tree is a decision support tool that uses a tree-like graph or model of decisions and their
possible consequences, including chance event outcomes, resource costs, and utility.

Decision Trees are an alternative to Decision Tables.It employs a tree structure that show conditions
and actions within a problem.It is easier to understand and there is no need for special training.

Decision Tree Structure incorporates,

Root of tree -> name of process
Nodes -> conditions
Leaves -> actions to be performed

A decision tree is a graphic tool that represents conditions and their resulting actions. It consists of a
directed acyclic graph (rooted tree) in which the non-terminal edges represent a set of conditions
evaluated sequentially from the root. A node is a decision point where a condition is evaluated. The
terminal edges (leaves) represent actions.

Decision trees are a useful tool for expressing complex decision variables in a format conducive to
human visualization.

In order to Design a Decision Tree, the analyst needs to identify the,

a. Decisions in consideration
b. Uncertain Events
c. Chances of outcomes based on Decision Taken and Events occurred
d. Outcomes finally achieved

5. Well Digging

70% Successful Cost = Rs 10000

Investment

Cost = Rs 12500
20% Successful
2 Investment
Drill Further
Drill Well To 25 mtr 80%
20 mtr Not Successful Cost = Rs 12500
30% Not Successful + Rs 15000
A 1 To Buy Water
Do Not
Drill Further Cost = Rs 10000
+ Rs 15000
To Buy Water
Do Not Drill Well
Cost = Rs 15000
To Buy Water
A Drill Well or Not To Drill Well

1 Chances are that some might drill further to 25 mtr and some might not
2 Chances are that drilling further to 25 mtr, 20% it would be successful

It would be appropriate for the Analyst to either drill the well up till 20 feet, since it has 70%
chances of success.
But then again, in case of negative results, need not drill further, since there are more chances
of failure than success, and simply buy water for Rs 15000.
And incase the analyst advises not to take any chances, it would be better to buy water than
spending Rs 10000 and not succeeding, hence spending Rs 15000 further to buy water.
 6. Decision Table for Upgrading or Shutting Down the Business Unit.

Shutdown Continue as Before Up gradation OF Business

and Sell the Deluxe Type Standard Type
Site Good Poor Good Poor
Results Results Results Results
Returns Over the Sold For Rs Rs 2 Million in the next Rs 40 Rs 20 Rs 25 Rs 10
Period of Ten Years 15 Million year and reducing by Million Million Million Million
10% every consecutive
year

Positive Test Result Negative Test Result

Chances of Good Response 85% 10%
Chances of Poor Response 15% 90%
Up gradation Suggested Deluxe Standard

7. Decision Tree Organization

A decision making tree is essentially a diagram that represents, in a specially organized way, the
decisions, the main external or other events that introduce uncertainty, as well as possible
outcomes of all those decisions and events.

Here is a schematic example that illustrates the basic elements of decision trees.
Squares represent decisions you can make. The lines that come out of each square on its right show
all the available distinct options that can be selected at that decision analysis point.

Circles show various circumstances that have uncertain outcomes (For example, some types of
events that may affect you on a given path). The lines that come out of each circle denote possible
outcomes of that uncontrollable circumstance. Write down above each such line in the decision tree
your best guesses for probabilities (for example, “80%” or “0.8”) of those different outcomes.

Each path that can be followed along the decision tree, from left to right, leads to some specific
outcome. You need to describe those end results in terms of your main criteria for judging the
results of your decisions. Ideally, you will assign each end outcome a quantitative measure of the
overall total benefit you will receive from that outcome (you can express it as a perceived monetary
value).

Now you have a complete decision making tree with specific numbers for both the probabilities of
the uncertain events and the benefit measures (desirability) of each end result. At this stage the tree
can give you more specific recommendation on what would be your best choices.

In particular, for each choice that you control (at the decision points shown by squares), you can
calculate the overall desirability of that choice. Just sum the benefit measures of all the end
outcomes that can be traced back to that choice (via one path or another), weighted by the
probabilities of the corresponding paths. This will show you the preferred choice (the one with the
highest overall desirability).

If you have more than one decision point, you need to do that calculation for the decisions that are
at the latest stages first. Identify the choice that gives the highest overall desirability and leave only
that branch (removing the decision point). Do the same with the remaining squares, working your
way to the left (to the first decision point in the sequence).

8. Decision Tree depicting the cost of Accepting or Rejecting a lot of Production

60%
Cost = Rs 2000
Chance 10% Defective
Defective Lot
1
Defect 40%
Detected Non Defective Chance 4% Defective
Lot Cost = Rs 2000

A Reject a Proper
Set OF Lot
Cost = Rs 4000

Defect Not
Detected Accept a Lot Cost = Rs 22000
With Defective Lot
2

Accept a Proper
 Set of Lot
A Testing of 2 sample pieces of the Entire Lot Cost = Rs 2000

1 Accepting The Entire Lot

2 Rejecting The Entire Lot

As portrayed in the figure, the cost of testing is based on,

a. Whether the sample tested has turned out to be defective or not
b. Accordingly if it is accepted as a whole lot or not.

For instance, the cost varies with large margin incase of,
a. A defective lot being accepted based on Positive result of the sample Test
b. A Good lot being rejected based on Negative result of the Sample Testing

9. To book rooms for lectures in FLORA School

INPUT : Course Details

Time Slot
Student Strength
Facilities Required

OUPUT : Valid / Invalid Input

Classroom Booked / Details

a. Accept User Input Details

b. Validate Input
 IF Input Details Incomplete
THEN Throw Alert “ INVALID INPUT ”
GO TO ‘a’
END-IF

c. Initialize
 AvailableRoom.No = NULL ;
 AvailableRoom.Strength = 99;
 Count = 0;

d. LOOP
  IF (input.Time Slot == Room[count].TimeSlot) AND
(input.Student Strength == Room[count].Strength) AND
(input.Facilities == Room[count].Facilities) AND
Room[count].Status == ‘Available’
THEN
IF AvailableRoom.Strength > Room[count].Strength
THEN AvailableRoom.No = count;
END-IF
END-IF
 count = count + 1

e. IF AvailableRoom.No == NULL
THEN Alert “ No Room Available”
ELSE Alert “ Room Number Available is : “ + AvailableRoom.No
Room.Status = ‘Booked’
END-IF

10. Multiple Decision Tables

Conditions 1 2 3 4 5 6
Reservation X X X X
Done
Reservation X X
Guaranteed
Rooms X X X
Available
Actions
Allot Room N Y N N Y Y
in Hotel
Allot Room N N N Y N N
in INN on
Hotel
Expenses

Condition 1 2 3 4
Initial Deposit X X
With Credit Card
Initial Deposit X X
With Cash
Final Payment X X
With Credit Card
 Final Payment X X
With Cash
Actions
Make Registration Y Y Y Y
Card During
Check-in
Settle Whole Y Y N N
Amount During
Check-out
Settle Remaining N N Y Y
Amount During
Check-out

11. Penalty Determining Process For Grapes Contract

Condition 1 2 3 4 5 6 7 8
Grapes do not exceed X X X X
minimum required
ripeness level
Grapes are not X X X X
disease or damage
free
Lot contains Material X X X X
other than grapes
Contract up for X X X
Renewal
Actions
Terminate Contract N N N Y N Y N Y N Y N
Consider for possible N N N Y Y Y Y N
rejection
Levy 20% Penalty Y Y Y N N N N N
Accept Lot Y Y Y Y Y Y N Y