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RICHARD DE NEUFVILLE: Now,
given that you have a valuation

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model, given that you
have uncertainties,

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you can see what the outcome,
the performance of your system

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is when there's no
flexibility-- simply saying,

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OK, if we build this plant and
then see what the revenues are,

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we can think about,
well, our production may

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go up and down because
of mechanical problems

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or whatever.

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The demand may go up
and down, depending

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upon competition or whatever.

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And all together, we may
have the following results

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in terms of benefits and costs.

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To do this, you generate
a dynamic scenario

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and apply it to the
model period by period.

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That is, the demand
starts at one level,

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goes up, goes up, goes
down, up, down, whatever.

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And you do that for all
the different demand

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possibilities that you simulate,
and then you can think about--

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that would also happen in terms
of production possibilities.

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And for each of those
scenarios, combination nation

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of the variables, you'll
get a performance measure--

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for example, the net
present value for that.

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You go through the simulation--
we'll go through this process.

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2,000 examples is a standard
number a lot of people use.

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There's a way of saying-- of
determining whether you think

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2,000 is better than 1,000
or better than 10,000,

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what's the right balance.

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We won't get into that for the
moment, but what I'm saying

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is that doing 2,000 is
a reasonable first order

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approximation at
least so that you

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have 2,000 measures
of performance,

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such as the present
value, and you

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can calculate the averages--

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in particular, the
ENPV, the expected--

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the average.

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And you can then
think about what

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the extremes are and so on.

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You can plot the distribution.

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So that's the basic
result of a simulation.

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Now, it's important to recognize
the nature of the product

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from a simulation analysis.

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A traditional discounted cash
flow spreadsheet analysis

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to use for net present value
is numbers in, numbers out.

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You use your best estimate for
investment costs, production,

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sales, et cetera.

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You put the numbers in, you run
the machine, you get a number.

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The net present value is such.

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The return on
investment is such.

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In a simulation, in
uncertainty analysis,

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don't put a number in.

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You put in a shape,
a distribution in

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and you get a distribution out.

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And the target curve
is a generic name

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to describe what
that distribution is.

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Typically, it's
either of two shapes.

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One is the one I
personally prefer--

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but it's a matter of choice--

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is a cumulative distribution.

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It shows from-- there may be
some chances things are really

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bad, more chances that things
are better, and et cetera,

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It goes on up, a
cumulative distribution

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to there's nothing--

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it's not likely to be any better
than a particular maximum.

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But you could also show
it as a distribution.

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Think of it as a normal
shape or something--

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it could be or it
could be bimodal,

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but a shape of a frequency
or the cumulative.

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How do you create
the target curve?

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Or how does the process
create the target curve?

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So the simulation
produces many files.

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Now, the probability
of each scenario--

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we've done the
simulation correctly,

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the way it should be done--

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is that each one is
equally probable.

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Why?

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Because you sample from
the underlying distribution

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according to probability.

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If the high value is
4 times more probable

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than the low value, you
sample the high value 4 times

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and the low value 1 time so
that you sampled it from the--

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according to the distribution.

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So the consequence is that each
of your 2,000 or however many

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simulations has the
same probability.

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Given that, given
your 2,000 results,

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the way that it
proceeded mechanically

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is to bend the results.

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But as you look at
outcome ranges--

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the first 1%, 2%, 3%--

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maybe 100 times,
100 bins, and that--

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so the number of
samples in each bin

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is that frequency, and
that creates a histogram,

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if you want.

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If you have enough 1's, it
is no longer a bar chart,

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but it's a distribution.

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And that can easily
be calculated

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into a cumulative distribution.

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So this entire process
is easily automated.

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And the garage case
template, which

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is a very trivial spreadsheet--
but it does that for you.

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So if you wanted to do it
yourself, you can do it,

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but it's not
particularly necessary.

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It's all done for you for your
projects, if you're using it,

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or for after class
or later time.

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So here is an example
of it, that there's

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all these individual bins
have been put together,

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and here is the
probability of each,

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and here is the cumulative
distribution, the target

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curve-- a target curve.

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By the way, just to make it
clear here, so this is the--

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going from 0% to 100%.

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So there's nothing worse
than this particular number

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in your distribution.

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That's the lowest one.

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This is the highest one, 100%.

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And this one, for example,
here is that, at the 0 level,

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for some reason it's 50%.

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But it doesn't have
to be that way,

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but it is in this
particular case.

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So this is an example of
a cumulative distribution.

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Now, the interesting aspect is,
how do you look at flexibility?

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So the first question is, of
course, well, what flexibility?

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What are we talking about?

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And the answer to
that in general

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is the flexibility that is--

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has the most impact regarding
the uncertainty Is it high

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if you had a really bad case,
what would you do about it?

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And what kind of flexibility
would help you in the--

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would be most impactful?

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In the case of the garage
case, the uncertainty

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is in the demand, so
what kind of flexibility

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is the capacity meet the
demand, so it's a number

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of levels in the garage.

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In a particular case,
you'd have to think

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about that for your problem
and what kind of flexibility

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might be most impactful.

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And for those of you
who are doing projects,

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we'll look at that in detail.

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That is one of the
questions that you

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will want to wrestle with.

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So then the thing is, OK, I have
this flexibility, for example,

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of building an extra
floor on my garage.

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When should I exercise it?

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Should I do it right away?

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Should I do it in
anticipation of future demand?

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Should I wait until
demand is there?

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In simulation, we can't do this.

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We don't have a
way of calculating

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when's the optimal time.

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There are some
methods for dealing

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with that, such as dynamic
programming, but it--

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dynamic programming
implies there's

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nothing you can do about it
to affect future aspects.

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This is the so-called path
independence function.

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And the whole point
of having flexibility

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is precisely that
you can do things

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so that that powerful
method does not work for us.

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And there's so many paths.

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If we think about 2,000
samples of what may happen,

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that's only 2,000
samples of what

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may be a million
possibility of paths

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as a combination of the
different probabilities

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at different times of prices,
and quantities, and so forth.

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It's much too large
to be searched.

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So the procedure is to define
what we know as decision rules.

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