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    <title>Transport Research International Documentation (TRID)</title>
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    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
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    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>COMPARISON OF TRAFFIC ASSIGNMENTS IN EVACUATION MODELING</title>
      <link>https://trid.trb.org/View/510280</link>
      <description><![CDATA[This paper describes a mass evacuation computer program that models the evacuation process and utilizes the traffic assignment of "all- or-nothing" to simulate traffic movements during an evacuation.  The paper focuses on comparing the assignment results of two algorithms using performance measures such as the evacuation time, the number of congested links, and the computer execution time.  Results show that the evacuation performance measures are largely dependent on the highway network structure and the number of vehicles produced in an emergency planning zone.]]></description>
      <pubDate>Wed, 17 Nov 1999 00:00:00 GMT</pubDate>
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      <title>COMPARISON OF STOCHASTIC APPROACHES TO THE TRANSPORTATION PROBLEM: A CASE STUDY</title>
      <link>https://trid.trb.org/View/413954</link>
      <description><![CDATA[The objective of this case study is to provide insight to practitioners about the methodology of using space-time autoregressive integrated moving average (STARIMA) class of models to formulate stochastic demand of the transportation problem. While providing insight, two other methods -- expected value (EV) and stochastic approximation (SA) -- are also employed to formulate demand. A comparative evaluation of the methods using brewery data for the distribution of four products from five production plants to 64 distribution centers is presented. It is shown that the demand characterized by the STARIMA approach results in a lower total cost of transportation. Based upon the case study, the cost analysis indicated that the STARIMA method when used without (with) updating resulted in a 9.49 percent (10.5 percent) increase in the company's net profit as compared with the SA method.]]></description>
      <pubDate>Thu, 10 Nov 1994 00:00:00 GMT</pubDate>
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      <title>DECISION MAKING IN THE MANAGEMENT OF RESEARCH AND ADVANCED DEVELOPMENT ACTIVITIES</title>
      <link>https://trid.trb.org/View/1187</link>
      <description><![CDATA[The problem of managing the research and advanced development phases of a company operating in a rapidly changing technology is considered.  People may differ as to exact content of the activities called research and advanced development.  It is assumed the defining characteristics are that 1 ) specialized knowledge is essential in the performance of the work and 2 ) the outcome of the work cannot be accurately predicted.  Traditional management techniques are not well adapted to situations with these characteristics.  An approach to the development of a decision-making procedure for managing activities in which managers have difficulty understanding the significant problems and making realistic estimates of the costs and values of particular alternatives is presented here.  Unless management can make a major contribution in the planning of research-type activities, it will probably not make an important contribution toward ensuring that money spent on research-type activities actually benefits the company. Managements unique contributions to the planning of research-type activities is in making decisions on the basis of ( very ) incomplete data in technical and nontechnical areas.  However, decisions of this kind are difficult and risky.  If management is not prepared to invest the effort and resources required to make as good decisions as possible, it should refrain from making decisions at all in the planning of research-type activities.  To summarize, then, individuals responsible for leading research-type activities should concentrate their efforts in areas where they have freedom of action and that have long-term importance; these areas generally involve longe-range planning.  The essential problem in managing research-type activities is not deciding what to do but whether and when to do it.]]></description>
      <pubDate>Sun, 25 Nov 1973 00:00:00 GMT</pubDate>
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      <title>TECHNOLOGICAL FORECASTING. PRACTICAL PROBLEMS AND PITFALLS</title>
      <link>https://trid.trb.org/View/1150</link>
      <description><![CDATA[Technological forecasting is becoming a widespread activity in business and the military.  The actual accomplishment of the forecasting task is increasing in methodological sophistication.  This article presents many practical problems and pitfalls encountered in planning and preparing technological forecasts.  The authors examine the factors to be considered in the initial stages of implementing forecasts, the validity of previous forecasts, summarize recent advances, point out new hazards, evaluate the forecasting technique, and include some realistic suggestions for improved technological forecasts.]]></description>
      <pubDate>Sun, 25 Nov 1973 00:00:00 GMT</pubDate>
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