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RICHARD DE NEUFVILLE:
At this point,

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I'm going to talk about the
third element of the garage

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case.

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We already started
with the idea of what

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the deterministic
engineering design was,

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then we saw how
that analysis led

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to a wrong estimate of the value
and, in fact, the wrong design

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once we accounted for the
reality of uncertainty.

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Now let's think how we can be
proactive about this design,

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and we're going to do that
by introducing flexibility.

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What does that mean?

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The flexibility is the
ability to adjust the project

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to the actual needs, according
to how the future develops.

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In particular, it means
that if the future

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is very positive
in terms of demand

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and you'd like to
have greater capacity,

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that you have the capability
of adding that if needed.

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It also presumes that we
are managing this project.

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We just don't create
it and say, there.

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It's off on its own.

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It's on autopilot.

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No.

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We have a system where we
manage it appropriately.

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So it's very important
to understand

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that if we want to deliver
the value of a design,

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it's not only what we
do at the beginning,

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but how we manage the
project as it encounters

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different situations
and has to deal

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with different possibilities
and opportunities.

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How do we do this
for the garage?

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For the garage case,
what we do is we

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enable the addition
of more capacity.

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That is, it has to have the
strength to carry more loads,

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it has--

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if you want fat columns
with more strength on them,

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it has to have
bigger foundations

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to carry the loads
on the soil, and it

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has to have a building
system that you can easily

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add to, in this case
a precast situation.

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You build it offsite,
can bring it in,

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and can expand it with a
minimal closure of the garage

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during the expansion period.

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So then you have the ability to
add floors and what have you.

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Now, let's think
about how we're going

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and analyze this with
the simulation process.

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Here is a spreadsheet of it.

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And this is the one
for four floors.

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Now, what we have here--

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I won't explain in the
detail how it works,

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but I'll give you the idea of
it, is that we have a forecast

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here, and this is a
simulated forecast.

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That is, sometimes the
top number of the forecast

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will be up, sometimes
it'll be down.

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It'll be up and down over time.

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And that's what we observe.

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Then we think about
how we would exercise,

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the flexibility that's
available in terms

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of intelligent management.

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So if the demand
is not increasing,

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we do not add to capability.

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If the-- extra
floors, in particular.

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If the demand however
does increase,

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then it looks like it'd
be valuable to have

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more floors on it, we add them.

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We've embedded in
here through what's

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called if statements that
looks at what's been happening

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and what would be the
intelligent thing to do.

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And for each
simulation that we run,

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we factor that in and
calculate the value.

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So we do this for
thousands of times,

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a couple thousand in
this particular analysis.

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And we look at-- sometimes you
expand because it's desirable,

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sometimes you do not expand.

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We look at the
combination and figure out

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the overall expected value.

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So where does that lead us?

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It leads us to-- as we look
at all the possibilities, one

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story, two story,
and so forth with

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and without the flexibility,
that the optimal design

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in this particular
case with these numbers

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is not six stories, which was
a deterministic design, not

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the five stories, which is
the risk averse, avoiding

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the downside approach where
you recognize the uncertainty,

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but it's four stories.

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But four stories with the
ability to expand when needed.

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So observe what's happening.

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You've built it
smaller so it didn't

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cost as much as having
five or six stories

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even though you had
strong foundations.

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So it's less exposure
to the downside,

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but you've built it so that you
get five, six, seven, or eight

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stories if the demand occurred.

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So here is the summary
of the design results.

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So that on the one hand, we
have the different possibilities

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and their performance
over time, and we

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have the value at the end.

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So what we observe here is
that the four story building

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is the most productive one.

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And we might have thought
that the deterministic design

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with a value of 6
million was better,

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but that result is a sham
because given the uncertainty,

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we will never get that
result as the expected value.

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Its expected value
will be lower.

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And, in fact, in the case unc--

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the reality case
with the uncertainty

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is we'll get only
about 3 million

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with it as the value as
compared to what we get.

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So let's think about
what's happening here.

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We build it smaller, less
cost at the beginning,

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less possibility of loss.

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On the other hand,
we can build it up

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as much as seems appropriate
in the particular conditions

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without a-- we have
favorable demand

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and we can make more value.

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So let's look about
what it is, how

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we think about this overall for
this particular design case.

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So we need to have a
multidimensional evaluation.

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Why multidimensional?

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Because since we
have a distribution,

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one number, one
value for it is not

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describing what's happening.

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You care not only about the
average, you care about,

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how bad can it get,
how good can it

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get, what's the possibilities?

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In this particular case, that--

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we see that the several
factors that we're

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looking at in terms of
the initial investment

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that we-- how much money
do we have to put down

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to start the process?

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It is lower for
the flexible design

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because we build it smaller.

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So what's the
expected value of it?

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It's very much
larger than otherwise

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because we can take
advantage of the good things

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and avoid the bad things.

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And in that same way, the
maximum value we can get

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is larger, the
minimum value that we

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might be forced to
accept is smaller

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so that it's good in all cases.

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So everything is better.

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How did that happen?

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We have not had a technological
breakthrough in this case.

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It is not a more sophisticated
or advanced design.

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It is because we have changed
the design approach fro--

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we've changed the framing
of the problem that

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instead of going to,
say, we're designing it

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for a fixed view of
the future, and instead

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of focusing on this mythical
and this fairy tale future that,

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in fact, will not
be the exact case,

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we changed from that to managing
the realistic uncertainties

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of life by having
the flexible design

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and, therefore, can
adjust to the conditions

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and, in that way, have an
overall better solution.

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Now, in this case,
the flexible design

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was better on four counts
that, as I mentioned,

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that may not always happen.

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Sometimes the situation is
not so uniquely favorable,

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but it's the kind of thing can
happen because it's built in

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to the way of approaching
it as less downside,

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more upside, lower
cost than beginning.

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Overall, it's a
win-win at less cost.

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