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Reference:
Winston, W.L. & Goldberg, J.B. (2004). Operations research: applications and algorithms (Vol 4).
BelmonteCalif:Thomson/Brooks/Cole
Chapter 13.5 & 12.4
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Outline
Oilco must determine whether or not to drill for oil in the South China Sea. It
costs $100,000, and if oil is found, the value is estimated to be $600,000. At
present, Oilco believes there is a 45% chance that the field contains oil.
Before drilling, Oilco can hire (for $10,000) a geologist to obtain more
information about the likelihood that the field will contain oil. There is a 50%
chance that the geologist will issue a favorable report and a 50% chance of an
unfavorable report.
Given a favorable report, there is an 80% chance that the field contains oil. Given
an unfavorable report, there is a 10% chance that the field contains oil.
Determine Oilco’s optimal course of action. Also determine EVSI and EVPI.
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$ -10,000
At each event fork, we Don’t Drill
Hire Geologist
Not Fav 50%
Oil 10% $ 490,000
- $ 50,000
Drill
ER = 0.1*(490,000) + 0.9*(-110,000) = - $50,000.
$ 500,000
$ 170,000 Oil 45%
Don’t Drill $0
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At each decision fork, the Don’t Drill $ -10,000
decision that maximizes $ 370,000
Drill ‖ $ 370,000
Fav 50%
2. Expected value with original
information (EVWOI)
No Oil 20% $ -110,000
170,000
$ 180,000 Don’t Drill $ -10,000
- $ 10,000
3. Expected value of sample Hire Geologist
‖
Not Fav 50%
information (EVSI)) Oil 10% $ 490,000
190,000 - 170,000 = 20,000 ‖ - $ 50,000
Drill
$ 500,000
$ 170,000 Oil 45%
Since the cost of the hiring
Geologist ($10,000) bellow EVSI, Don’t Hire Drill
‖
Geologist $ 170,000
Olico should hire the Geologist No Oil 55% $ -100,000
to get additional information
about the land.
Don’t Drill $0
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1. Expected value with perfect
$ 500,000
Drill information (EVWPI) = 225,000
ER = 0.45*(500,000) + 0.55*(0)
= $225,000.
2. Expected value of perfect
Oil 45% information (EVPI) =
Don’t Drill 225,000 – 170,000 = 55,000
$0
$ 225,000
Thus, a perfect (one that was
- $ 100,000 always correct) from geologist
Drill
No Oil 55% report would be worth $55,000.
that is, report (no matter how
good) can be worth more than
Don’t Drill $55,000.
$0
Perfect information → all uncertain events that can affect reward still occur with the given probabilities,
but Decision maker finds out event is happening before making the decision.
❑ An important decision often depends on the “state of the world” and its
probability.
❑ The states of the world are collectively exhaustive: S1, S2, . . . , Sn include all
possibilities.
❑ Suppose a decision maker assigns a probability P(Si) to Si.
❑ P(Si) is the prior probability of Si.
States of the world S = {Rumah, Wayang}
P (Rumah) = 0.5 dan P (Wayang)=0.5 → Prior Probabilities.
❑ To obtain more information about the state of the world, the decision maker
may observe the outcome of an experiment.
❑ Suppose that for each possible outcome Oj and each possible state of the world
Si, the decision maker knows P(Oj|Si), the likelihood of the outcome Oj given
state of the world Si.
❑ Bayes’ rule combines prior probabilities and likelihoods with the experimental
outcomes to determine a post-experimental probability, or posterior
probability, for each state of the world, P(Si|Oj).
𝑷 𝑶𝒋 ห𝑺𝒊 𝑷 𝑺𝒊
𝑷 𝑺𝒊 ቚ𝑶𝒋 = 𝒌=𝒏
σ𝒌=𝟏 𝑷 𝑶𝒋 ห𝑺𝒌 𝑷 𝑺𝒌
𝑃 𝑂𝑗 = σ𝑘=𝑛
𝑘=1 𝑃 𝑂𝑗 ห𝑆𝑘 ∙ 𝑃 𝑆𝑘
0.95 ∙ 0.01
𝑃 𝑇𝐵ȁ𝑃 =
0.95 ∙ 0.01 + 0.01 ∙ 0.99
𝑃 𝑇𝐵ȁ𝑃 = 0.4897
𝑂𝑗 𝑆𝑖 𝑃 𝑆𝑖 𝑃 𝑶𝒋 ห 𝑺𝒊 𝑃 𝑆𝑖 ∩ 𝑂𝑗 𝑃 𝑆𝑖 ቚ𝑂𝑗
(P)
NTB 0.99 0.01 0.0099 0.5103 𝑃 𝑁𝑇𝐵 ȁ𝑃 𝑷 𝑵𝑻𝑩ȁ𝑷 = 0.0099 : 0.019 = 0.5103
0.019 1
Negative TB 0.01 0.05 0.0005 0.0005 𝑃 𝑇𝐵 ȁ𝑁
(N)
NTB 0.99 0.99 0.9801 0.9995 𝑃 𝑁𝑇𝐵 ȁ𝑁
0.9806 1
Many other decision tree problems share several common features, such as:
❑ There are several states of the world. Different states of the world result in
different payoffs to the decision maker.
❑ The estimates of the probabilities of each state of the world.
P(Si) →prior probabilities.
❑ The additional information that gives the decision maker more foreknowledge
about the state of the world.
❑ The decision maker receives information by observing the outcomes of an
experiment. Let S1, S2, . . . , Sn denote the possible states of the world, and let O1,
O2, . . . , Om be the possible outcomes of the experiment.
Colaco Example:
The prior probabilities are P(NS)=0.55 and P(NF)=0.45.
The experiment → the test-marketing procedure, with two possible outcomes (LF and LS).
The posterior probabilities were given to be P(NS|LS)=0.85, P(NS|LF)=0.10, P(NF|LS)=0.15,
P(NF|LF)=0.90
❑ The posterior probabilities just listed were used to define the event forks in the
decision tree that followed the action Test market.
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❑ Colaco’s Decision Tree
𝑃 𝑁𝑆ȁ𝐿𝑆
𝑃 𝐿𝑆
𝑃 𝑁𝐹ȁ𝐿𝑆
𝑃 𝐿𝐹
𝑃 𝑁𝑆ȁ𝐿𝐹
𝑃 𝑁𝐹ȁ𝐿𝐹
𝑃 𝑁𝑆
𝑃 𝑁𝐹
𝑃𝑟𝑖𝑜𝑟 𝑃𝑟𝑜𝑏𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠
𝑃𝑜𝑠𝑡𝑒𝑟𝑖𝑜𝑟 𝑃𝑟𝑜𝑏𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠
𝑀𝑎𝑟𝑔𝑖𝑛𝑎𝑙 𝑃𝑟𝑜𝑏𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠
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Bayes Rule and Decision Tree (3)
❑ In many situations, however, we may be given the prior probabilities p(si) for
each state of the world, and instead of being given the posterior probabilities
p(si|oj), we might be given the likelihoods P(Oj|Si).
❑ For each state of the world, the likelihoods give the probability of observing
each experimental outcome.
Colaco example:
The prior probabilities are P(NS)=0.55 and P(NF)=0.45.
The likelihood were given to be:
51 4 9 36
P(LS|NS)= , P(LF|NS)= , P(LS|NF)= , P(LF|NF)=
55 55 45 45
To complete the decision tree, we need to calculate the posterior probabilities.
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The prior probabilities are P(NS)=0.55 and P(NF)=0.45. 1. Calculate the joint probability,
The likelihood: 𝑷 𝑺𝒊 ∩ 𝑶𝒋 .
51 4 9 36
P(LS|NS)= , P(LF|NS)= , P(LS|NF)= , P(LF|NF)= 𝑷 𝑺𝒊 ∩ 𝑶𝒋 = 𝑷 𝑶𝒋 ห𝑺𝒊 ∙ 𝑷 𝑺𝒊
55 55 45 45
𝑂𝑗 𝑆𝑖 𝑃 𝑆𝑖 𝑃 𝑶𝒋 ห 𝑺𝒊 𝑃 𝑆𝑖 ∩ 𝑂𝑗 𝑃 𝑆𝑖 ቚ𝑂𝑗
Local NS 0.55 51/55 0.51 0.85 𝑃 𝑁𝑆ȁ𝐿𝑆 𝑃 𝑁𝑆ȁ𝐿𝑆 = 0.51 : 0.6 = 0.85
Success
(LS)
NF 0.45 9/45 0.09 0.15 𝑃 𝑁𝐹 ȁ𝐿𝑆 𝑃 𝑁𝐹 ȁ𝐿𝑆 = 0.09 : 0.6 = 0.15
0.6 1
Local NS 0.55 4/55 0.04 0.1 𝑃 𝑁𝑆ȁ𝐿𝐹 𝑃 𝑁𝑆ȁ𝐿𝐹 = 0.04 : 0.4 = 0.1
Failure
(LF)
NF 0.45 36/45 0.36 0.9 𝑃 𝑁𝐹 ȁ𝐿𝐹 𝑃 𝑁𝐹 ȁ𝐿𝐹 = 0.36 : 0.4 = 0.9
0.4 1