Engineering Decision Making and Risk Management

Engineering Decision Making and Risk Management

Jeffrey W. Herrmann

A. James Clark School of Engineering, University of Maryland, College Park


This page lists known errors in the textbook. The following statements are the corrections. I apologize for the errors and thank those who have informed me of them.

Chapter 2

  • Section 2.4 (under "Bounded Rationality"): Based on the answers to three yes-or-no questions, the algorithm classifies a patient as "high risk" or "low risk," ...
  • Section 2.6 (under "Satisficing"): And this continues until it [not the] meets all of the requirements and constraints.
  • Section 2.10: This section considers the measurement of temperature using the Celsius scale [not the Fahrenheit scale].

Chapter 3

  • Chapter 3, Introduction: the discussion of dominance should say that alternative h dominates alternative i [not j] if and only if x_hj >= x_ij for every attribute j = 1, ..., m and there exists some criteria k such that x_hk is not equal to x_ik [not x_jk].
  • Section 3.1: The decision matrix is a way [not is way] of organizing...
  • Section 3.2: If this were the case [not was the case]...
  • Section 3.3: in which the utilities [not utility] of values near 0 and 1 ...
  • Section 3.3: the utilities [not utility] of most outcomes on temperature will be very close to each other, ...
  • Table 3.9: The temperature for alternatives B, C, and D should be 75 [not 120].

Chapter 4

  • Exercise 4.5. Consider again the example in Exercise 4.4 [not Problem 4].

Chapter 5

  • Example 5.11. If Rose's preferences about risk aversion can be modeled [not models] as ln(wealth), ...

Chapter 9

  • Section 9.1. In normal operations, barriers prevent exposures to these hazards, but barriers can fail due to degradation or damage.
  • Section 9.2. Moreover, contingency actions may have potential problems that need to be considered and prevented.
  • Section 9.5. Example 9.2. In some cases, the increased risk can be estimated quantitatively, ...

Chapter 10

  • Section 10.7. Similarly, this can improve product performance because representatives from marketing communicate the customer's preferences, and the team can get access to technical experts.

Chapter 11

  • Section 11.8. The acquisition manager and the suppliers are [not italic type indicates] actors outside the branch, and the dashed lines indicate the fact that these relationships extend beyond the branch.


  • Anthony Coburger
  • Jonathan DeJesus
  • Omar Albassam
  • Stephen Thomas
  • Bob Beauregard
  • Jacqueline G. Van Pelt

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This page last updated on May 30, 2017.