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ASA: Actions  Strategies  Actors  A decision support evaluation model
Introduction <ul><li>Problems with composite (strategic) plans: </li></ul><ul><ul><li>How actions and projects should be a...
Evaluation criteria <ul><li>Evaluate projects with respect to 3 criteria: </li></ul><ul><ul><li>Actors’ interest </li></ul...
Actors’ interest Based on: Influence factor Effort factor Actors’ interest <ul><li>measures how important an actor if for ...
Relevance criterion <ul><li>Effectiveness of sequences  of projects with regard to plan’s objectives </li></ul><ul><li>Con...
Relevance criterion
Costs criterion <ul><li>Considers: </li></ul><ul><ul><li>Economical and financial technical costs </li></ul></ul><ul><ul><...
Possible evaluation Relevance Costs Interest 3 criteria – 3 dimensions
Possible evaluations Interactive exploration of the solution space Search based on filters and constraints on costs, relev...
Possible evaluations
Possible evaluations Ancillary results: veto power of actors on the overall plans’ objectives
 
 
 
 
 
 
 
 
 
 
 
<ul><li>Reporting tool </li></ul><ul><li>export in pdf, html (for web publishing) </li></ul><ul><li>Export in csv for furt...
Salient aspects <ul><li>3 criteria covers 3 fundamental dimensions of decision-making </li></ul><ul><li>works on and with ...
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Constructing Strategies in Strategic Urban Planning: A Case Study of a Decision Support and Evaluation Model

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Constructing Strategies in Strategic Urban Planning: A Case Study of a Decision Support and Evaluation Model
Ivan Blečić, Arnaldo Cecchini, Giuseppe A. Trunfio - Department of Architecture, Planning and Design, University of Sassari, Alghero

Published in: Technology, Business
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Transcript of "Constructing Strategies in Strategic Urban Planning: A Case Study of a Decision Support and Evaluation Model"

  1. 1. ASA: Actions Strategies Actors A decision support evaluation model
  2. 2. Introduction <ul><li>Problems with composite (strategic) plans: </li></ul><ul><ul><li>How actions and projects should be activated, in which order, where to begin with? </li></ul></ul><ul><ul><li>What are the flagship or “hub” projects? </li></ul></ul><ul><ul><li>How to relation them to relevant actors (political “arena”)? </li></ul></ul><ul><ul><li>What is the implementation strategy? </li></ul></ul>
  3. 3. Evaluation criteria <ul><li>Evaluate projects with respect to 3 criteria: </li></ul><ul><ul><li>Actors’ interest </li></ul></ul><ul><ul><li>Projects’ relevance </li></ul></ul><ul><ul><li>Cost </li></ul></ul>
  4. 4. Actors’ interest Based on: Influence factor Effort factor Actors’ interest <ul><li>measures how important an actor if for the realisation of a project </li></ul><ul><li>Expressed on an qualitative ordinal scale: “key actor (activator)”, “compulsory actor”, “influent actor”, “marginally influent actor”, “non-influent actor” </li></ul><ul><li>measures the willingness to invest (in wide sense) in a project </li></ul><ul><li>Expressed on an numeric ratio scale </li></ul>Overall interest for a project (aggregation): Weighted mean of efforts, using influences as weights
  5. 5. Relevance criterion <ul><li>Effectiveness of sequences of projects with regard to plan’s objectives </li></ul><ul><li>Considers: </li></ul><ul><ul><li>“ direct” relevance </li></ul></ul><ul><ul><li>Interdependencies (synergies) </li></ul></ul><ul><li>Calculus based on the estimation of relevance of every pair or projects: </li></ul><ul><ul><li>relevance of a simple two-projects sequence: r(i,j) </li></ul></ul><ul><ul><li>Relevance of a longer sequence </li></ul></ul>
  6. 6. Relevance criterion
  7. 7. Costs criterion <ul><li>Considers: </li></ul><ul><ul><li>Economical and financial technical costs </li></ul></ul><ul><ul><li>The possibility/probability of “external” financing </li></ul></ul><ul><ul><ul><li>may depend on the level or agreement among actors </li></ul></ul></ul>
  8. 8. Possible evaluation Relevance Costs Interest 3 criteria – 3 dimensions
  9. 9. Possible evaluations Interactive exploration of the solution space Search based on filters and constraints on costs, relevance, interest, etc.
  10. 10. Possible evaluations
  11. 11. Possible evaluations Ancillary results: veto power of actors on the overall plans’ objectives
  12. 23. <ul><li>Reporting tool </li></ul><ul><li>export in pdf, html (for web publishing) </li></ul><ul><li>Export in csv for further analysis </li></ul>
  13. 24. Salient aspects <ul><li>3 criteria covers 3 fundamental dimensions of decision-making </li></ul><ul><li>works on and with sequences of projects (trying to cope with potential synergic effects) </li></ul><ul><li>Some levels of sophistication but still transparent, understandable and accountable </li></ul><ul><li>Interactive exploration of solution space, with no final aggregation in a single utility function </li></ul>
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