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

### Corrigendum

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.

Contributors

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