Confidence Through Clarity 3 hour... · 2006-02-14 · Analysis to projects – the terminology of...

1© 1994 - 2006 by Decision Strategies, Inc.Includes material © 1983 - 2002 by Kenneth R. Oppenheimer

Introduction to Decision AnalysisO. J. Sanchez

Principal – Decision Strategies, Inc

Confidence Through Clarity


About Decision Strategies, Inc. (DSI)

An international leader indecision and executionmanagement since 1993

Serving clients in Oil and Gas,Chemicals, Plastics,Transportation and TechnologyIndustries

Consultants and technicalresources with unique skills builton industry experience


The objectives for this course are:

• Learn the basic skills needed to understand andparticipate in the application of DecisionAnalysis to projects

– the terminology of decision management

– how to effectively engage in a project or strategy

– how to appraise the decision situation

– how to frame decision problems and scenarios

– an understanding and competence in decision analysisand interpretation to gain insight and agreement

– how to judge decision quality and gain real value


So…what is Decision Analysis?

• Decision Analysis is a systematic methodology forfacilitating high quality, logical discussion;bringing clarity to difficult decisions and leadingto clear and compelling action by the decisionmaker.

– Probabilistic framework

– Incorporates consideration of risk and uncertainty

– Focused on actions


What makes decision-making difficult?

No

NoYes

No

Definition: Decision

A conscious controllable allocation of resources; the act ofmaking a choice between alternatives


“Here is the problem,now justify a solution.”

“Here is the problem,now justify a solution.”

What can go wrong with this approach?

Why does it so often lead to a lack of buy-in, unresolvedambiguities, lingering uncertainties and analysis paralysis?

SituationAnalysis

Assumptions& Forecasts

DecisionProposed

DiscountFactor

ValueCalculated

DecisionReview

The traditional approach to decision making is toadvocate and sell a desired decision.


• Ambiguity

– Typically, something we don’t know, or are unsure about, but can find out

– Can be resolved before the decision has to be made

– Examples• Unclear or conflicting goals• Availability of resources• Stakeholder preference

• Uncertainty

– An unknown event that impacts the outcome of our decision

– we may be able to impact the event, but we cannot control

– Will not be resolved before the decision is made

– Examples• Oil price• Reserve size• Competitor actions

How do we recognize and differentiatebetween ambiguity and uncertainty?


Clear CourseOf Action

Uncertainty

Ambiguity

Both

IntuitiveConsensus“Gut Feel”

Just Do It“Power Play”

The complexity of a decision is directly proportional to thecombined level of ambiguity and uncertainty inherent in it!

Analysis Paralysis“Prove the Future”

Most decision making processes are notequipped to adequately deal with ambiguity

and uncertainty


IdeaJustification Single

Option

Data andSimulation Edict or

Persuasion

Key findings:Improvementin understanding,participant buy-in,use of creative ideasand achievement ofbusiness results.F

ram

ing

Cre

ativ

eSy

nthe

sis

ofO

ptio

ns

Dia

log

(inte

rnal

expe

rts)

orP

ilot

Col

labo

rati

vePa

rtic

ipat

ion

Frequency of Use (bar width) of each MethodOut of the 127 cases studied in North America

Dr. Paul Nutt - London Business Review

Implement ActionDo EvaluationIdentify OptionsSet Direction

%Su

cces

sful

Aft

er2

Yea

rs

0%

100%

50%

A London Business School study found adramatic difference in effectiveness based

on decision methods.


Implement &Monitor

Performance

• Resourcing• Project Mgmt.• Tracking metrics

• Earned value• Metrics tracking• Periodic review• Communication• Learning• Quality audit

• Project Owner• Project Lead• Implem. Team

EFully Develop

SelectedAlternative

• Optimize strategy• Resource plan• Scheduling

FundingApproval

• Project work plan• Staffing plan• Budget• Schedule• Metrics• Options

• Project Owner• Project Lead• Implem. Team

D

SelectAlternative

Evaluationand

Agreement

• Assessments• Analysis work

• Financials• NPV / EVA• Sensitivity tornado• Risk profiles• Risk reduction &

contingency plan

• Project Owner• Project Lead• IDM Facilitator• Core team• SME’s

CCreation &Framing ofAlternatives

• Create options• Quant. model• ID Experts

FramingReview

• Decision Hierarchy• Strategy Map• Qualitative analysis• Influence diagram• Identify Experts• Analysis plan

• Project Owner• Project Lead• IDM Facilitator• Core team

BDiscovery &

ScreenOpportunity

• Clarify situation• Define opportunity• Criteria screen

Stop / Goor do IDM

ProcessSteps

DecisionReview Board

PhaseDeliverables

• Business situation• Stakeholder list• Screening for- objectives hierarchy- benefits & risks

• Potential Value• IDM resource plan

• Project Owner• Project Lead• IDM Facilitator

A

KeyParticipants

Decision Analysis is a phased process


Each phase of the DA process has a set of robusttools and techniques with a logical sequence that

encourages open, creative dialog.

We have a large DAtool box and formalprocesses to addressthe needs of majordecisions.

But, we can customize thetoolbox or just choose acouple of key tools to helpwith the critical elements ofsmaller decisions.


Simple DeterministicAnalysis

Level of Ambiguity

Leve

lofU

ncer

tain

ty

ConflictingGoals

ClearGoals

UnclearFuture

ClearFuture

This process is scalable to apply theappropriate level of dialogue and analysis

consistent with decision complexity

Focus on RiskAssessment of few

Options

Full ProcessDiscovery, Framing

andEvaluation

Discovery andFraming Focus

(Minimal Evaluation)

Another dimension toconsider is the financialimpact of the decision

• Always framing is done• 1/3 of the time, simple analysis will do• 1/3 of the time, some risk assessment is required• 1/3 of the time, full process deployment is needed


Decision Complexity Characteristics

•One or two clear choices of alternatives•Uncertainties well defined•Narrow ranges of uncertainty•Simple independent decisions•Minimum number of Stakeholders•Single plant or organization•No external organizations involved•Clarity around a single Decision Maker•Nominal Value Risk

•Limited number of alternatives possible•Large number of uncertainties•Limited knowledge on uncertainties•Several Inter-related decisions•Minimum number of Stakeholders•Single plant or organization•No external organizations involved•Clarity around a single Decision Maker•Significant Value creation potential

•Many alternatives possible•Large number of uncertainties•Limited knowledge on uncertainties•Several Inter-related decisions•Many Stakeholders with diverging opinionsof potential solutions•Significant mis-alignment between DecisionMakers and Stakeholders•External Organizations , e. g. (JV’s)•Extreme Value creation potential

•Many choices of alternatives•Uncertainties well defined•Narrow ranges of uncertainty•Many Stakeholders with diverging opinionsof potential solutions•Significant mis-alignment between DecisionMakers and Stakeholders•External Organizations , e. g. (JV’s)

Level of Ambiguity

Leve

lofU

ncer

tain

ty

ConflictingGoals

ClearGoals

UnclearFuture

ClearFuture


Another way to look at it

Problem

WickedProblem

WildMess

Mess

Level of Ambiguity

Leve

lofU

ncer

tain

ty

ConflictingGoals

ClearGoals

UnclearFuture

ClearFuture


IDM™Deployment Guidelines

IDM Deployment guidelines– Significant analytical resources required

– Simple Framing

– Get Decision Maker endorsement for frame

– Probabilistic evaluation model

– Potential use of Value Options developmentTypical Decision situation

– R&D Strategies

– Negotiation Strategies

– Major Capital Projects

– Maintenance Interval Optimization

IDM Deployment guidelines

– Significant Alignment resources required

– Maximum amount of Framing to achieve alignment

– Lot’s of Stakeholder interaction

– Potential Probabilistic evaluation

– Potential use of Value Options developmentTypical Decision situation

– Organization Strategies

– Positioning for JV discussions

Low Level on Uncertainty and High Level of Ambiguity

IDM Deployment guidelines– Highest level of resources required

– Maximum amount of Framing to achieve alignment

– Probabilistic evaluation model

– Value Options developmentTypical Decision situation

– Major Business Strategy efforts

– JV Negotiations

– New Product Development Strategies

– Mega Capital Projects

High Level on Uncertainty and High Level of AmbiguityHigh Level on Uncertainty and Low Level of Ambiguity

IDM Deployment guidelines– Nominal resources required

– Minimum Framing to confirm alternatives

– Get Decision Maker endorsement for frame

– Simple deterministic Excel evaluation model

– Minimum emphasis on probabilistic analysisTypical Decision situation

– Small Capital Projects (<1 M$)

Low Level on Uncertainty and Low Level of Ambiguity


Critical to ensuring decision quality, thedecision-maker’s input is incorporated

throughout the process at the key dialog points

Develop asharedunderstanding.

Discovery &Screen

Opportunity

Createuniquealternatives.

Creation &Framing ofAlternatives

Learn whereand why valueis created.

Evaluationand

Agreement

Createenthusiasm todecide and act.

Fully DevelopSelected

Alternative

Implement &Monitor

Performance

Charter the team andprovide input into thescope of the project.

Provide input onpreferences anddecision criteria.

Validate businesssituation and providehigh level insights.

Charter the team andprovide input into thescope of the project.

Provide input onpreferences anddecision criteria.

Validate businesssituation and providehigh level insights.

DRB

Validate projectobjectives andstrategic alternatives.

Review influences tobe evaluated andidentity of experts

Provide team thesupport needed toaccess experts

Validate projectobjectives andstrategic alternatives.

Review influences tobe evaluated andidentity of experts

Provide team thesupport needed toaccess experts

DRB

Validate expertinputs for reality andrelevance to decision

Probe evaluationresults for insightand understanding

Look for hybrid ideasor related businesssynergy or impact

Validate expertinputs for reality andrelevance to decision

Probe evaluationresults for insightand understanding

Look for hybrid ideasor related businesssynergy or impact

DRB

Review conclusionsfrom the analysis.

Select optimalalternative to pursue.

Allocate resources toimplement decision.

Communicatedecision acrossorganization.

Review conclusionsfrom the analysis.

Select optimalalternative to pursue.

Allocate resources toimplement decision.

Communicatedecision acrossorganization.

DRB


So…we have available good process andtools, but…

Are we guaranteed agood outcome?

Why not?

What can we doabout this?


GoodDecision

GoodOutcome

• But… when many, or a portfolio ofdecisions, are considered, there is astrong relationship between the numberof good decisions and good outcomes.

• When risk or uncertainty are present, makinga good decision does not guarantee a goodoutcome will always result.

• Conversely, a good outcome does not mean agood decision was made!

In a world of uncertainty, decision qualitycannot be judged by a single outcome.

GoodDecision

GoodOutcome


Recognize the signs of a low quality decision inadvance, so we can avoid making a bad

decision.

Things that cause poor Decisions:

– Improper Frame• Asking the wrong question• Looking at only a subset of the real problem or opportunity

– Failure to consider alternatives

– Lack of meaningful information

– Competing value measures

– Poor logic

– Ignoring risk or taking on too much risk

– Lack of commitment, no buy-in

– Wrong people involved


National Energy Case StudyDescriptionN E


National Energy Case Study Description

• National Energy is an operating entity of a major oil company with a presence on thecoastline of a developing country.

• The country has huge oil reserves and derives the majority of its income from tax onoil exports.

• The government of the country manages the export quotas for National Oil and theother oil companies operating within its territory fairly closely.

• For low cost producers with good community, safety and environmental records, theyoften allow export of up to 90-98% of their production capacity.

• For less efficient producers or producers with poor community records, they haveoften restricted export to 75-80% of their production capacity.

• National Energy has typically been allowed to export 90% of its capacity.• National Energy’s oil fields lie 15 km offshore in shallow water, with a gathering

pipeline that transports the crude oil to their onshore processing facility.• The processing plant is located 5 km inland, approximately 20 km from the offshore

central facilities.


National Energy Case Study Description, Continued

• The plant has a single train of processing equipment with a capacity for 300 thousandbarrels per day of oil and some condensate from the natural gas.

• The plant has been in operation for 25 years and uses a fairly old processingtechnology, including a number of large tanks for chemical treatment of emulsions.

• Additional tanks in the plant are used for storage of the processed oil before it istransferred to a shipping facility for export.

• The use of the storage tanks allows the plant to continue to process oil and store itonshore even when the weather prevents transfer for loading of tankers from itsoffshore shipping facility.

• National Energy has an oil transfer line and a condensate transfer line from the plantto the offshore shipping facility.

• The capacity of the oil transfer line is 300 thousand barrels per day of oil and is usedevery day.

• The gas condensate transfer line has excess capacity, as it is only used one day perweek to transfer the volume of liquids that are processed by the plant


National EnergyFacility Expansion Decision

Discovery

N E


• This is your opportunity to step back, look atthe situation and determine what ishappening.

• Who are the stakeholders & decision-makers?

• What are the ambiguities in this situation?

• What is driving the need for a decision?

• What criteria, goals or objectives will be thebasis for making a decision?

• What Discovery steps would help us clarifythe ambiguities and move forward to adecision?

DiscoveryScreen

Opportunity


Stop / Goor do IDM

• Business situation• Stakeholder list• Screening for- strategic alignment- benefits & risks


• Project Owner• Project Manager• IDM Facilitator

A

The discovery phase is designed to revealinitial insights and develop a shared

understanding of the situation.


A clearly defined problem will include:

What is the strategic question?

What are the decision criteria?

Who is the decision maker?

What are the issues relevantto this decision?

This is the person(s) responsible forallocating the resources and makingthe solution happen.

The decision criteria can be anythingthat allows the decision maker toquantitatively differentiate onealternative from another.

What are the decisions, uncertainties,facts and values that will affect thedecision to be made.

The strategic question is a concisestatement of what needs to besolved.


National Oil Technology Team Memberships

Core Team• Capital Projects Manager (Team Leader)• Planning - Business Analysis• Process Engineering Advisor• Operations Engineering Advisor• Cost Engineer• DA Facilitator

Decision Board• General Manager• Exploration and Production Manager• Planning Manager• Operations Manager• Joint Venture Manager

All relevant functions need to participate in the decision process

Decision Maker and other stakeholders are critical


Objectivesdecision maker’s goals andcriteria to compare options

DecisionsChoices we can control, which sets adirection or course of action

Uncertaintiesissues we don’t know, cannot control,and will not be resolved until thedecision is made and outcomes begin tooccur

Factsknown laws of nature, policies, orresolved ambiguities

Issues are categorized with the Discoveryfocus on Objectives


Objectives Hierarchy for Decision Criteria

• Individual decision makers may havedifferent objectives, with potential conflictsand tradeoff issues that need to be surfaced.

• Fundamental objectives are above contributing objectives,

– - e.g. profit may be fundamental while cost control is acontributor

• A hierarchy can be constructed with the key objectives to showthe “general” to “specific” relationship and nature of each.

• The dialog on objectives creates a sound basis for making adecision and establishes a clear direction for the entire decisionproject.


Exploration & ProducingCorporate Value

Positive Cash FlowReturn on InvestmentSafety/Environment

CapitalEfficiency

OperatingEfficiency

Revenues(Deliver-ability)

Plant CapacityAnd Utilization

Crude SalesContracts

MinimizeShut-ins

OperatingUp-time

ShippingVolume

ProcessingImprovement

Value fromTechnology

National Oil’s Objectives Hierarchy

Why is this important? To what goal does it contribute?

What are the contributing elements? How can we measure it?

Uses of the Objectives Hierarchy• Clarify ambiguous or conflicting goals• Serve as a foundation for clarifying

the scope of the decision• Define an objective basis for making

a decision• Provide a tool for qualitative

evaluation of alternatives• Provide a starting point for the

quantitative model development• Communicate the purpose and aims

of the decision


Completing the Discovery Phase

• The team is ready to begin the process of framingalternatives once the problem and the factorsinfluencing it are well understood by the team anddecision makers.

– There is a shared understanding of the problem

– The decision maker(s) have clarified the strategic questionto be answered and the objectives of making a decision

– The core working team includes participants representingthe major areas impacted or contributing to the decision

– A project scope and commitment of resources have beenmade to achieve a confident decision within the necessarytimeframe


National EnergyFacility Expansion Decision

Framing

N E


DiscoveryScreen

Opportunity


Stop / Goor do IDM

ProcessSteps

DecisionReview Board

PhaseDeliverables

• Business situation• Stakeholder list• Screening for- strategic alignment- benefits & risks


• Project Owner• Project Manager• IDM Facilitator

ACreation &Framing ofAlternatives

• Create options• Quant. model• ID Experts

• Decision Hierarchy• Strategy Map• Qualitative analysis• Influence diagram• Identify Experts• Analysis plan

• Project Owner• Project Lead• IDM Facilitator• Core team

B

KeyPartcipants

Learning Objectives

• Learn how to develop a decisionframe that enables creativity andclarity

• Understand how and when to usethe most effective framing tools

• Create alternatives with provenstrategy development techniques

• Develop a strategy table• Create an influence diagram of the

problem and identify experts• Know when framing is complete

Learning Objectives

• Learn how to develop a decisionframe that enables creativity andclarity

• Understand how and when to usethe most effective framing tools

• Create alternatives with provenstrategy development techniques

• Develop a strategy table• Create an influence diagram of the

problem and identify experts• Know when framing is complete

Developing an Appropriate Frame


Objectivesdecision maker’s goals and criteria tocompare options


Uncertaintiesissues we don’t know, cannot control,and will not be resolved until thedecision is made and outcomes begin tooccur


Issues raised in the Discovery phase are alsoused in Framing - focusing on Decisions,

Uncertainties, and Facts.


We have created the Objectives Hierarchy- now we need to frame the Decisions and

Uncertainties

(InfluenceDiagram)

(ObjectivesHierarchy)

(DecisionHierarchy)


Framing uses the insights developed in theDiscovery stage to build unique alternatives.

• The Decision Hierarchy will clarifythe scope of the decision options.

• Sets of decisions will need to bepulled together into clearstrategic alternatives for analysis.

• A qualitative analysis can be doneto determine which are viable.

• A relevance model for quantitativeanalysis can then be diagrammed.


Decision Hierarchy is the tool that enablesframing of the decision options and ideas that

are on the table

The decision hierarchy helps to identify the scope of the problem andto separate constraint and implementation decisions from the focusof the analysis.

Objectivesdecision maker’s goals and criteria tocompare options


Uncertaintiesissues we don’t know, cannot control, andwill not be resolved until the decision ismade and outcomes begin to occur


POLICYDecisions that have already

been made

STRATEGYDecisions to make now (part of this

decision)

TACTICSDecisions for later


There are three levels of decisions relevant forframing

Identify policy decisions - boundaries to be taken as givens

Identify strategic decisions - open decisions to be made by team

Identify tactical decisions - open decisions to be made later

Use a Decision Hierarchy to showPolicy, Strategy and Tactical decisions.


Policy - Decisions Already MadeCost effective capacity to meet production goalsSafety / Health / Environment record maintainedCorporate value (NPV) at 12% - 1 month deadline

Strategy - Current Open DecisionsFacility storage (for export)Facility processing capacityProcessing technologyOffshore loading line and shipping capacityOperating systems (operability and safety)

Tactical - Decisions to be Made LaterFacility Detailed Engineering DesignContractor Selection

Policy Decisions- already made

Strategy Decisions- team focus

Tactical Decisions- to be made later

National Energy - Decision Hierarchy


Developing CreativeStrategies

from Multiple Decisions

What alternative strategies exist for maximizingvalue?

StrategyThemes

Decision1

Decision2

Decision3

Decision4


Strategy Table Tool

StrategyThemes

Decision1

Decision2

Decision3

Decision4

The decisions and choices from theDecision Hierarchy are used topopulate the alternatives

The decisions and choices from theDecision Hierarchy are used topopulate the alternatives

POLICYDecisions that have already

been made

STRATEGYDecisions to make now (part of this

decision)

TACTICSDecisions for later

The goal is to have choicesthat represent the rangeof options, not a matrix ofall possible permutations.

The goal is to have choicesthat represent the rangeof options, not a matrix ofall possible permutations.

The Objective Hierarchygenerates StrategyThemes.

The Team selects afundamental theme andbuilds a strategy with acoherent set of actions,usually one option fromeach decision category.

The Objective Hierarchygenerates StrategyThemes.

The Team selects afundamental theme andbuilds a strategy with acoherent set of actions,usually one option fromeach decision category.


Safety andOperability

Best (4%)

Better (2%)

CurrentCompliance

FacilityTankage

Current

Add 1

Add 2

Incr. PlantCapacity

Zero

100 (staged)

200

300

400

ProcessSelection

Modern

Modified

As is

LoadingLine

New Line

Dual Svc.plus Pumps

RepairCurrent

The completed Strategy Table is a good formatfor communicating and comparing alternatives

Momentum

Into theFuture

Clone thePlant

StrategyThemes

StagedDevelopment


Each Alternative Must Have A QualitativeAssessment

Objective– key business outcomes that each alternative aims to achieve

Rationale– Positives: aspects which favor success of each alternative

– Negatives:risks of failure or major resistance points foralternative

– Response: what will be the response from other key players

– Hunches: intuitive feelings about the potential of eachalternative


Qualitative Assessments(abbreviated)

Objective Rationale

MomentumStrategy

Into theFuture

Clone thePlant

StagedDevelopment

Save capitalMaintain business

Limited capital riskDoes not meet expansion needsRisk revenue loss with failure to monetize resources

Add capacity andoptimizeoperations

Handles increased capacity and process improvementneeds, while enhancing safety and operating efficiency.HP pumping may add safety risk. Market risk exists forincreased volumes. Significant capital required

Add capacity withknown operation

Handles increased capacity requirements. Can be donequickly with little technical risk.Does not improve safety or efficiency. Market risk existsfor increased volumes. Significant capital required

Add capacity asdriven byproduction andmarket needs.

Handles increased capacity and process improvementneeds, while enhancing safety and operatingefficiency. Minimizes market risk and lost revenuepossibilities. Reasonable capital risk. HP pumpingmay add safety risk.


The last part of the Framing phase is todevelop a logic map or influence diagram on

the opportunity.

• They initially capture the essence ofthe problem and facilitate the dialogbetween the team members.

• As the analysis progresses, theybecome a well defined model of thesituation, and contain all thenecessary and relevant informationneeded to assess the situation.

• They can be evaluated to provideinsights into the appropriate course ofaction, and later used as a means tocommunicate the shared knowledge ofthe team to the organization.

• They initially capture the essence ofthe problem and facilitate the dialogbetween the team members.

• As the analysis progresses, theybecome a well defined model of thesituation, and contain all thenecessary and relevant informationneeded to assess the situation.

• They can be evaluated to provideinsights into the appropriate course ofaction, and later used as a means tocommunicate the shared knowledge ofthe team to the organization.


Value nodes arerepresented by diamonds,hexagons, or octagons

•Usually appear onlyonce in a diagram•Often represent adeterministicrelationship

Uncertainties are shown as ovalsin the influence diagram

•Can be defined by aprobability distribution•Are not controllable by thedecision maker•Can have arcs entering andleaving them denotingeither conditionaldependence ordeterministic information

Influence diagrams also use aspecial set of nodes calleddeterministic nodes. These canbe value or uncertain nodesand are represented by doubleoctagons or ovals.

•These nodes holdformulas or functions.•They representuncertainties or valueswhich are determined bytheir predecessors.

Decision nodes arerepresented by rectangles orsquares

•Can be defined by adoable set of possiblealternatives•Are controllable by thedecision maker•Can have arcs cominginto them which denoteinformation

A simple influence diagram can accuratelyand concisely convey the essence of the

problem or opportunity.


Building the Influence Diagram

Into the Future

Clone the Plant

Stage Development

CorporateValue

Plant

ShippingLine

Regulations

Gladys - Regulatory Marilyn - Plant

Howard-Transportation

Revenues

OperatingExpense Capital

Expense

12% WACC 20 Years

CleanUp Costs

OperatingEfficiency

CrudeSales

Bill - Ops.

GlobalPricing

ProjectLife

Joe-Economist

Dave - PMReserves

QuotaRestriction

PlantCapacity

Sally - Production

Karen - Plant

Ken - Production

Jane -Govt. Affairs

Bill - Environ.

UpstreamInvestment

PlantUp-time

ShippingCapacity

PotentialVolume

Karen-Transportation

Environ-mental

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Confidence Through Clarity 3 hour... · 2006-02-14 · Analysis to projects – the terminology of...

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