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8/192 Data Management and Analyses
           over time is shown. Trends can therefore be spotted that is, “In   HLC charts
           which direction  and by what magnitude  are things changing
           over time?” Used in conjunction with the histogram, where the   A charting technique borrowed from stock market analysis, the
           evaluator can see the shape of the data, information and pat-   high-low-close  (HLC) chart (Figure 8.5) is often used to show
           terns ofbehavior become more available.    daily stock share price performance. For purposes of risk score
                                                      analysis, the average will be substituted for the “close” value.
           Correlation charts                         This chart simultaneously displays a measure of central ten-
                                                      dency and the variation. Because  both central tendency  and
           Of special interest to the risk manager  are the relationships   variation are best used together in data analysis, this chart pro-
           between risk variables. With risk variables including attributes,   vides a way to compare data sets at a glance.
           preventions, and costs, the interactions are many. A correlation   One way to group the data would be by  system name,  as
           chart (Figure 8.4) is one way to qualitatively analyze the extent   shown in Figure 8.5. Each system name contains the scores of
           of the interaction between two variables.   all pipeline sections within that system. Other grouping options
            Correlation can be quantified but for a rough analysis, the   include population density, product type, geographic area, or
           two variables can be plotted as coordinates on an x,y set of axes.   any other meaningful slicing ofthe data. These charts will visu-
           If the data are strongly related (highly correlated), a single line   ally call attention to central tendencies or variations that are not
           ofplotted points is expected. In the highest correlation, for each   consistent with other data sets being compared. In Figure 8.5,
           value ofx, there is one unique corresponding value ofy. In such   the AB Pipeline system has a rather narrow range and a rela-
           high correlation situations, values of y can be accurately pre-   tively  high  average. This  is  usually  a  good  condition.  The
           dicted from values ofx.                    Frijole Pipeline has a large variation among its section scores,
            If the data are weakly correlated, scatter is seen in the plot-   and the average seems to be relatively low.
           ted points. In this situation, there is not a unique y for every x.   Because the  average  can  be  influenced by just  one low
           A given value of x might provide an indication for the corre-   score, a HLC chart using the median as the central tendency
           sponding y if there is some correlation present, but the predic-   measure might  also be useful. The observed averages  and
           tive capability of the chart diminishes with increasing scatter of   variations might be easily explained by consideration of prod-
           the data points. The degree of correlation can also be quantified   uct  type,  geographical area, or other causes. An  important
           with numerical techniques.                 finding may occur when there is no easy explanation for an
            There are many examples of expected high correlation: coat-   observation.
           ing condition versus corrosion potential, activity level versus
           third-party damage, product hazard versus leak consequences,   Examples
           etc. Both  the presence  and absence  of a  correlation  can be
           revealing.                                 We now look at some examples of data analysis.


                                                    Correlation Chart
                     $1,000,000
                                                        X

                                            s                     X
                      $800,000                                         X

                               X
                      $600,000
                  0”
                  -
                  a
                  c                         x              X      .I  x
                  2  $400,000
                                            xx XX
                                  x   .,                  xex
                      $200,000
                                   X
                              xyx                                      X
                            0-                                                       I
                             0                 50                100                150
                                                      Risk Score
                                 Figure 6.4  Correlation chart: risk score versus costs of  operation.
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