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:

From Walrave ISDC2014 paper Counteracting the success trap in publically owned corporations. Similar to the ordinary (efficiency focussed) and dynamic capabilities (explore) insight described by David Teece

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.

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

Models the behaviour of a enterprise production and selling activities.
Under construction!!

Grid-Group Culture applied to Public Management 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

Effect of rewards on the selection promotion and retirement of scholars in universities. Based on Geoffrey Brennan's Selection and the Currency of Reward chapter10 in The Theory of Institutional Design ed. RG Goodwin Cambridge University Press 1996 See also IM-2016

This diagram provides an accessible description of the key processes that influence the water quality within a lake.

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 diagram provides an accessible description of the key processes that guide the water quality within a lake.

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

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 involucrados.

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.

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

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.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

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.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

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.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

Tento model by měl být schopen sledovat průběh projektu, který řeší vývoj aplikace pro onboarding klienta v bance. Jeho cílem je analyzovat a optimalizovat projektové řízení.