Analytic Hierarchy Process

The Analytic Hierarchy Process (AHP) is a structured technique for dealing with complex decisions. Based on mathematics and human psychology, it was developed by Thomas L. Saaty in the 1970s and has been extensively studied and refined since then. The AHP provides a comprehensive and rational framework for structuring a problem, for representing and quantifying its elements, for relating those elements to overall goals, and for evaluating alternative solutions. It is used throughout the world in a wide variety of decision situations, in fields such as government, business, industry, healthcare, and education.

Users of the AHP first decompose their decision problem into a hierarchy of more easily comprehended sub-problems, each of which can be analyzed independently. The elements of the hierarchy can relate to any aspect of the decision problem—tangible or intangible, estimated or carefully measured, well- or poorly-understood—anything at all that applies to the decision at hand.

Once the hierarchy is built, the decision makers systematically evaluate its various elements, comparing them to one another in pairs. In making the comparisons, the decision makers can use their judgments about the elements' relative meaning and importance, or they can use concrete data about the elements. It is the essence of the AHP that human judgments, and not just the underlying information, can be used in performing the evaluations.

The AHP converts the judgments to numerical values that can be processed, evaluated and compared over the entire range of the problem. A numerical weight or priority is derived for each element of the hierarchy, allowing diverse and often incommensurable elements to be compared to one another in a rational and consistent way. This capability distinguishes the AHP from other decision making techniques.

At the end of the process, numerical priorities are derived for each of the decision alternatives. It is then a simple matter to pick the best alternative, or to rank them in order of relative preference.

Uses and applications

While it can be used by individuals working on straightforward decisions, AHP is most useful where teams of people are working on complex problems, especially those with high stakes, involving human perceptions and judgments, whose resolutions have long-term repercussions. It has unique advantages where important elements of the decision are difficult to quantify or compare, or where communication among team members is impeded by their different specializations, terminologies, or perspectives. Computer software is available to assist in the application of the process.

The applications of AHP to complex decision situations have numbered in the thousands, and have produced extensive results in problems involving alternative selection, planning, resource allocation, and priority setting. Many such applications are never reported to the outside world, because they take place at high levels of large organizations where security and privacy considerations prohibit their disclosure. But some uses of AHP are discussed in the literature. Recently these have included:

• Deciding how best to reduce the impact of global climate change (Fondazione Eni Enrico Mattei)
• Quantifying the overall quality of software systems (Microsoft Corporation)
• Selecting university faculty (Bloomsburg University of Pennsylvania)
• Deciding where to locate offshore manufacturing plants (University of Cambridge)
• Assessing risk in operating cross-country petroleum pipelines (American Society of Civil Engineers)
• Deciding how best to manage U.S. watersheds (U.S. Department of Agriculture)

AHP was recently applied to a project that uses video footage to assess the condition of highways in Virginia. Highway engineers first used it to determine the optimum scope of the project, then to justify its budget to lawmakers.

The process is widely used in countries around the world. At a recent international conference on AHP, over 90 papers were presented from 19 countries, including the U.S., Germany, Japan, Chile, Malaysia, and Nepal. Topics covered ranged from Establishing Payment Standards for Surgical Specialists, to Strategic Technology Roadmapping, to Infrastructure Reconstruction in Devastated Countries. AHP was introduced in China in 1982, and its use in that country has expanded greatly since then—its methods are highly compatible with the traditional Chinese decision making framework, and it has been used for many decisions in the fields of economics, energy, management, environment, traffic, agriculture, industry, and the military.

Though using AHP requires no specialized academic training, the subject is widely taught at the university level—one AHP software provider lists over a hundred colleges and universities among its clients. AHP is considered an important subject in many institutions of higher learning, including schools of engineering and graduate schools of business. AHP is also an important subject in the quality field, and is taught in many specialized courses including Six Sigma, Lean Six Sigma, and QFD.

In China, nearly a hundred schools offer courses in AHP, and many doctoral students choose AHP as the subject of their research and dissertations. Over 900 papers have been published on the subject in that country, and there is at least one Chinese scholarly journal devoted exclusively to AHP.

See also

• User:Louis F. Sander/Analytic Hierarchy Process for a much fuller draft of this article, still under development
• User:Louis F. Sander/Sandbox for a "switchboard" between all AHP articles here and on WP
• Multi Criteria Decision Making