Ranking and Generating Alternatives for the National Air Intelligence Center's(NAIC) Resource Allocation Strategy

摘要

Allocating resources is never an easy task, especially when requirements call formore resources than those available. It gets more difficult when the availability of resources shrinks from year to year. This is the case at the National Air Intelligence Center (NAIC). In each of the past five years, NAIC has been forced to make their resource allocation decision with fewer dollars and less manpower. This decision has been time consuming, manpower intensive, and sometimes very heated. In an effort to lessen these three consequences, a resource allocation model, based upon the NAIC Commander's values and preferences, was developed. The methodology for the model is founded upon decision analysis with value-focused thinking. Using multi-attribute utility theory, measures were scored using scoring functions and then multiplied by the commander's preferences to determine an overall utility score. For the FY99 budget cycle at NAIC, 62 unique funding proposals were scored and ranked using 28 measures for each proposal. The developed value hierarchy allows NAIC to choose their own alternatives based on this ranked list. Significant differences in perceived impact exist between recommended proposal cuts and the list of proposals approved for cuts by NAIC. Some sensitivity analysis was performed on the commander's preferences.