Addition of an acceptance test which discovers rework (Cooper et al.) plus introduction of new tasks and tipping point (Taylor and Ford). Here schedule pressure producing overtime is also added

Project management in an ideal world. The project has a defined scope, work rate and runs according to the initial schedule.

Schedule pressure is constant until the project is completed.

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

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Rich picture causal loops unfolding version of Insight 714, Based on Lyneis JM and Ford DN System Dynamics Applied to Project Management Syst. Dyn. Rev. 23, 157-189 (2007)

Rich picture CLD of Tradeoffs in Responses to Work Pressure in the Service Industry by Rogelio Oliva California Mgt Review 2001 43(4) 26-43 paper

This story contains a conceptual model of phosphorus cycling in a dune-lake system in the Northland region of New Zealand. It is based on the concept of a stock and flow diagram. Each orange ellipse represents an input, while each blue box represents a stock. Each arrow represents a flow. A flow involves a loss from the stock at which it starts and an addition to the stock at which it ends.

Addition of an acceptance test which discovers rework (Cooper et al.)

Addition of an acceptance test which discovers rework (Cooper et al.) plus introduction of new tasks and tipping point (Taylor and Ford). Here schedule pressure producing overtime is also added