October 2024
Intermediate to advanced
660 pages
18h 51m
English
We started getting into the nuances of forecasting in the previous chapter where we saw how to generate multi-step forecasts. While that covers one of the aspects, there is another aspect of forecasting that is as important as it is confusing—how to evaluate forecasts.
In the real world, we generate forecasts to enable some downstream processes to plan better and take relevant actions. For instance, the operations manager at a bike rental company should decide how many bikes he should make available at the metro station the next day at 4 p.m. However, instead of using the forecasts blindly, he may want to know which forecasts he should trust and which ones he shouldn’t. This can only ...