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    July 02

    Book Review: Super Crunchers

    Super Crunchers: Why Thinking-By-Numbers Is the New Way to be Smart by Ian Ayres

    I recently finished the unabridged audio CD of this book.  Despite a few college courses, I know little about statistics, and this book helped me think about how I should apply it more in my career.  This book doesn't need to be this long, and it doesn't really have any deep discussions, or how-to ideas--it's more like a motivational book for using statistics to make decisions.  Personally, I think that's what a lot of managers need to read.

    I enjoyed learning about how law experts and doctors should be able to use statistics more in their professions, and it made me think of a way I should use them in mine.  The book tells how regression models were set up to predict wine based on rain and temperature, and decisions of the Supreme Court by knowing only a few facts about the case.  The models do way better than the experts in the area.  I hope to be able to encourage my team to use a bug priority calculator rather than the current gut-based approach.

    In general, I enjoyed it, but you may just get good value out of it by pondering the following summary from an Amazon reviewer.  It doesn’t do it justice, but it’s a basic outline of the book:

    (1) Mathematical regression models generated from large datasets often generate better predictions than human experts, and they provide supporting information on the predictive weight and reliability of each explanatory variable.
    (2) Well-crafted experiments using randomized trials and control groups provide good market research and behavioral analysis results.
    (3) Technological advances - the Internet, massive data storage devices, rapid computation, broadband telecommunication - are making it possible to share more sources of information and create ever-larger databases for analysis.
    (4) Today's companies engage in multiple forms of market research by creating and using large databases and large-scale randomized trials.
    (5) Many phenomena conform to normal distributions in which 95% of the population will be found within two standard deviations of the mean, the 5% balance generally divided evenly in the two tails.

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    Nov. 17
    I know the book is attempting to dismiss the gut feel argument, I just remain unconvinced that I should dismiss it. As always, you need to make the best use of the information and tools at hand (remembering their deficiencies), and I believe that a gut feel has a long-term and influential role to play.
    July 25
    @Brian,
    I agree with what you've said in your comment. I do think there are many cases where there are solid inputs lacking (all of them?). The more solid the inputs, the more you should trust the models you can come up with.

    A great example of this is in watson bugs. You have a very solid idea of the relative number of occurances of crashes, but not always the impact (was there data loss, etc). You don't have nearly any information about occurance rates of non-crashing issues (although the severity may be just a great). It's also difficult to make use of that in-the-wild information relative to the bugs that you're triaging that haven't been released out in the open. However, because the Watson information is always of a relatively large severity and the rate of customers hitting it is well identified, Watson issues generally win up to the point of diminishing returns.

    More often then not the only thing blocking solid statistical models is the costs of collecting the real information with sufficient reliability. But that's a very expensive thing to overcome.

    Fun topic,
    James
    July 25
    Brian Krampwrote:
    @James,
    As far as binary outcomes, there is a simple one with bug triage... you either fix a bug or you postpone it. The calculator doesn't have to have the final word, but it's at least something to pivot around.
    Note that the purpose of the book is to dismiss your "gut feel is good" argument, because people don't know how to put the right weighting on the various inputs.
    The problem with creating a regression equation for bugs, is that we don't have solid inputs (bugs don't quantify their risk for example), and we don't have a standard measurement for success.
    July 10
    I'm a big fan of statistics but the statistical priority calculator sounds like it wouldn't suit my style. I value many processes because they make us think and spur communication. Often the discussion of priority makes you realize that there are related bugs, or anticipate that other bugs hiding behind this one and that you will need a while to stabilize. I'm curious how much you would miss out on if you had a magical perfect prioritizer that would always give the same priority as a triage conversation.

    In addition, there is no clear definition of a successful prioritization. Unlike correctly predicting the binary outcome of the supreme court decision, or a margin of error on a predicted sales rate. Usually these statistical analyses simply provide very valuable inputs into a gut-check.

    A gut feel is a good tool because it allows you to factor in many things - probably more things than you even realize. For instance, if a bug is highlighted prominently in the media or becomes a rallying point then it's worth fixing even if it is comparatively less of an issue in terms of bad behavior. Why? To show that you listen and care about your customers, or to steal the thunder from misguiding press.

    There are many human factors to consider as well - perhaps the behavior isn't that bad, but it undermines the trust that the customer has in the product. Or perhaps it's the pet issue of an important supporter of a project. Perhaps it will help the morale of a key member of the team.

    Statistical analysis is an important tool that I consider often, but it's important to remember that if you use only available statistical data to make the decision, you miss out on both communication and considering all the things either too costly to measure or adequately express, or which are significant rarely enough that they're not part of the equation that you think of day-to-day.
    July 4

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