Browsing by Subject "decision-making"
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Cost-Effective Decision Making in Weather Routing using Machine Learning-generated Simulation Data (2023)This thesis aims to offer a practical solution for making cost-effective decisions regarding weather routing deployment to optimize computational costs. The study focuses on developing three collaborative model components that collectively address the challenge of rerouting decision-making. Model 1 involves training a neural network-based Ship Performance Model, which forms the foundation for the weather routing model. Model 2 is centered around constructing a time-dependent path-finding model that integrates real-time weather forecasts. This model optimizes routing within a designated experimental area, generating simulation training samples. Model 3 utilizes the outcomes of Model 2 to train a practical machine learning decision-making model. This model seeks to address the question: should the weather routing system be activated and the route be adjusted based on updated weather forecasts? The integration of these models supports informed maritime decision-making. While these methods represent a preliminary step towards optimizing weather routing deployment frequencies, they hold the potential for enhancing operational efficiency and responsible resource usage in maritime sector.
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(2020)Decision-making is an important part of all of software development. This is especially true in the context of software architecture. Software architecture can even be thought of as a set of architectural decisions. Decision-making therefore plays a large part in influencing the architecture of a system. This thesis studies architecturally significant decision-making in the context of a software development project. This thesis presents the results of a case study where the primary source of data was interviews. The case is a single decision made in the middle of a subcontracted project. It involves the development team and several stakeholders from the client, including architects. The decision was handled quickly by the development team when an acute need for a decision arose. The work relating to the decision-making was mostly done within the agile development process used by the development team. Only the final approval from the client was done outside the development process. This final approval was given after the decision was already decided in practise and an implementation based on it was built. This illustrates how difficult it is to incorporate outside decision-making into software development. The decision-making also had a division of labour where one person did the researching and preparing of the the decision. This constituted most of the work done relating to the decision. This type of division of labour may perhaps be generalized further into other decision-making elsewhere within software development generally.
Now showing items 1-2 of 2