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

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: 1. knowledge  2. skills  3. attitude  4. training system  5. new technologies or job requirements  6. recruitment system  7. economy  8. Self-Development (Practice/No Practice)  9. Attrition
This model intends to simulate employee competency levels over time. Factors affecting competency levels are:
1. knowledge
2. skills
3. attitude
4. training system
5. new technologies or job requirements
6. recruitment system
7. economy
8. Self-Development (Practice/No Practice)
9. Attrition (Resignation/Retirement)

 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.

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  

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 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
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
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.    If you want to understand more in depth what this simulation is all about, read this bl
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.

If you want to understand more in depth what this simulation is all about, read this blog post: https://stefan-willuda.medium.com/super-powerful-how-full-kitting-will-speed-up-your-cross-team-projects-1598d55fa9d7
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
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
 Addition of an acceptance test which discovers rework (Cooper et al.)

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

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 diagram provides an accessible description of the key processes that guide the water quality within a lake.
This diagram provides an accessible description of the key processes that guide the water quality within a lake.
Descripción de los conceptos y relaciones básicas en la gestión de riesgos
Descripción de los conceptos y relaciones básicas en la gestión de riesgos
Un proyecto debe entenderse como un sistema debido a que aun cuando existen muchos parámetros que pueden anticiparse, la realidad actual de los proyectos alerta sobre el mantenimiento de todas las conexiones alertas a cambios desde su raíz estratégica hasta su interacción con los actores involucrado
Un proyecto debe entenderse como un sistema debido a que aun cuando existen muchos parámetros que pueden anticiparse, la realidad actual de los proyectos alerta sobre el mantenimiento de todas las conexiones alertas a cambios desde su raíz estratégica hasta su interacción con los actores involucrados.
 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 in

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

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.

From Walrave ISDC2014  paper  Counteracting the success trap in publically owned corporations
From Walrave ISDC2014 paper Counteracting the success trap in publically owned corporations
4 7 months ago
Lack of management strategy and investment in management training for middle managers leads to ineffective support f line leaders, which impacts revenue
Lack of management strategy and investment in management training for middle managers leads to ineffective support f line leaders, which impacts revenue
 Addition of an acceptance test which discovers rework (Cooper et al.) plus introduction of new tasks and tipping point (Taylor and Ford)

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

This model depicts the current understanding of how I am managing my content across all the various web repositories. @ LinkedIn ,  Twitter ,  YouTube
This model depicts the current understanding of how I am managing my content across all the various web repositories.
 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 invo

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.