0.5 0.5 0.52 0.48 Capacity 0.45 0.55 0.36 0.64 Purchase Operating_Costs Capacity Hours -9725 -4225 6525 18275 675 10175 16925 32675 4200 4200 4200 4200 4200 4200 4200 4200 Figure 5.6: Decision tree for Eagle Airlines with uncertainty for three variables. Profit is calculated with all other variables held at their base values (the same tree with p=0.5 is in Figure 5.7; this is an influence diagram for the decision tree in the figure; p=0.5, q=0.52, r=0.45, s=0.8r=0.36; an extended influence diagram is pictured in Figures 5.1 and 5.5).\nReference:\nRobert T. Clemen, Making Hard Decisions: An Introduction to Decision Analysis, Second Edition. Duxbury Press, 1996. Purchase Piper Seneca 64 108 136 162 Not purchasing Seneca will allow to invest the money ($52,500) in the bank at 8% interest and yield $4,200. Operating Costs 126 23 223 73 Capacity of Scheduled Flights 236 6 351 75 Hours Flown 287 101 363 147 Value 182 122 258 158 Figure 13.13: Eagle Airlines' decision tree (this is actually an influence diagram equivalent to the tree in the figure).\nRobert T. Clemen, Making Hard Decisions: An Introduction to Decision Analysis, Second Edition. Duxbury Press, 1996. 28 185 491 261