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

This model intends to simulate employee competency levels over time. Factors affecting competency levels are:

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.

@LinkedIn, Twitter, YouTube

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)

WIP based on Emery Roe's 2013 book. See also Dynamics in Action IM-3239 for more on behavior and The Art of the State IM-11962 for more on Grid-Group Cultural Theory

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

This simulation mimics the flow of projects through an organization. The organization consists of teams that idependently or collaboratively work on projects. Many of the projects have a mulit-team dependency.

Grid-Group Culture applied to Public Management WIP based on Christopher Hood's 1998 book. plus excerpts from Schwartz and Thompson's 1990 Book Divided we stand. See also Managing Mess IM-11581 and FourCultures Blog and Wikipedia Cultural Theory of Risk

Descripción de los conceptos y relaciones básicas en la gestión de riesgos

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.

This story presents a conceptual model of nitrogen 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.

Control de Stocks

This model depicts the current understanding of how I am managing my content across all the various web repositories.

From Daniel H Kim (1993) Sloan Management Revew article 

This stock and flow diagram is a working draft of a conceptual model of a dune-lake system in the Northland region of New Zealand.

In Leadership & Management: A Structural Perspective I offered some thoughts regarding what happens when typical management and leadership approaches are applied to a hierarchical organization structure. Having continued to consider the nature of these two activities I would now like to offer what I consider to be a systemic perspective. A perspective which differentiates the two based on the structures they foster rather than the particular activities they promote.​

Addition of an acceptance test which discovers rework (Cooper et al.) plus introduction of new tasks and tipping point (Taylor and Ford)

From Walrave ISDC2014 paper Counteracting the success trap in publically owned corporations

Lack of management strategy and investment in management training for middle managers leads to ineffective support f line leaders, which impacts revenue