TY - JOUR
T1 - Electric power network decision effects
AU - Harper, Steven R.
AU - Thurston, Deborah L.
N1 - Funding Information:
This material is based upon work supported by the National Science Foundation under DMI-05–00464. Any opinions, findings, conclusions, or recommendations are those of the authors and do not necessarily reflect the views of the National Science Foundation. The authors thank Dr. Thomas O. Boucher and the two reviewers for their thorough and insightful comments, which have improved this manuscript significantly.
Funding Information:
Her research in engineering design integrates analysis of environmental impacts, cost, and product quality. Her research has been funded by the National Science Foundation (NSF), the Environmental Protection Agency, Chrysler, General Motors, Ford, Motorola, and a number of other industries.
PY - 2009/1
Y1 - 2009/1
N2 - Electric power networks pose design decision complexities characteristic of other large engineered systems. A great number of decisions must be made by many decision-makers, some decisions are made in a sequential manner over very long time periods, objectives compete, a large number of feasible solutions exist, and one decision-maker's actions can impact others, whose reactions in turn can affect the original decision-maker. This article addresses these issues, with a focus on the problem of determining when and how to consider decisions as an individual decision-maker vs. as part of a networked system. An electric power network analysis is presented, where local plant managers must decide when to replace existing power generation equipment (coal, oil, natural gas, nuclear, and hydropower) with an equivalent number of 12-megawatt natural gas-fueled microturbine generators. Competing objectives include cost, reliability, and environmental impact.
AB - Electric power networks pose design decision complexities characteristic of other large engineered systems. A great number of decisions must be made by many decision-makers, some decisions are made in a sequential manner over very long time periods, objectives compete, a large number of feasible solutions exist, and one decision-maker's actions can impact others, whose reactions in turn can affect the original decision-maker. This article addresses these issues, with a focus on the problem of determining when and how to consider decisions as an individual decision-maker vs. as part of a networked system. An electric power network analysis is presented, where local plant managers must decide when to replace existing power generation equipment (coal, oil, natural gas, nuclear, and hydropower) with an equivalent number of 12-megawatt natural gas-fueled microturbine generators. Competing objectives include cost, reliability, and environmental impact.
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U2 - 10.1080/00137910802482303
DO - 10.1080/00137910802482303
M3 - Article
AN - SCOPUS:61849102805
SN - 0013-791X
VL - 54
SP - 22
EP - 49
JO - Engineering Economist
JF - Engineering Economist
IS - 1
ER -