MODEL MANAGEMENT IN DECISION SUPPORT SYSTEMS

Benn R. Konsynski

University of Arizona

ABSTRACT

Models are a key component in most decision making

processes. Systems developed to effectively support the
decision making process must accomodate the models that give
focus to the decision making motifs of the individual
decision maker. The model management process is examined and
the objectives of such as system for computer-aided support
of model management is described. Alternative forms of knowledge
representation in model representation are considered. Abstrac-
tions are singled as a robust model representation form. The
model management system must facilitate the definition and
maintenance of models and data as a resource in decision-making
support. A prototype Decision Support System to support model
management involving econometric modeling in the planning process
is briefly described. The prototype system incorporates reference
and user databases containing time-series data, model database of
equations, a global directory to facilitate distribution and
control, and a control program providing flexible user interface.

THE MODEL AS DATA

Models are representations we find useful in our decision

making processes. In the past we have considered models as
necessary portions of our applications processing, structure
tied to the specific view of the individual problem definer.
With the advent of new approaches to computer-aided support of
the decision making process in Decision Support Systems, a new
generalization of the entire process emerges. The emerging
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c. W. Holsapple and A. B. Whinston (eds.), Data Base Management: Theory and Applications, 131-154.
Copyright © 1983 by D. Reidel Publishing Company.
132 B. R. KONSYNSKI

Decision Support System, DSS, must support a significant range

of model as well as data perspectives of a problem situation.

The majority of decision support applications current:y in

operation support this process with a single model perspective.
At best, a sharable data organization is made available that is
both static and intolerant from a model perspective. In order
for our future systems to accomodate flexible interface of the
analytical models and the dynamic views of the data, procedures
need to be developed that facilitate the "management" of both
the model and data resource. Only in this way will the system
address a variety of cognitive styles in generalization of
decision making support.

MODELS IN DECISION MAKING

In order to understand the role that models play in the

decision making process in organizations, several observations
and assumptions should be made explicit:

1. Models are used in the decision making process at all

levels. In all aspects of our decision making process, models
of the real-world problem situation are used in solution pro-
cedures. This is true in areas of idea generation, selection
from alternative solution spaces, interpretation of results, etc.
The models are explicitly recognized, or built into the solution
procedure and decision process.

2. Beyond the realm of a single decision making process,

an individual decision maker, or group of decision makers perform
many tasks of "model management". Observation over time will
determine to what degree these activities are consciously per-
formed.

3. The decision maker must explicitly recognize that models

that have proved useful in the past offer security in future
decision making efforts. We make use of past models, derive and
synthesize new models, and generalize past models for future
application.

4. Models are to a significant extent, independent of

the data. Models can be managaed independent of the data that
is used in the solution process. There are structural relations
that are related to assumptions and data structures and pro-
cedures, but the models themselves are a resource to be managed
separately.

5. As models are used explicitly or implicitly in all our

decision making processes, economies would indicate that mecha-