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

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

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

The process as currently understood for developing and managing the scripts associated with videos and webinars.

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

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.

This model describes nitrogen cycling in a dune-lake system in the Northland region of New Zealand. It is based on stock and flow diagrams where each orange oval represents an input, while each blue box represents a stock. Each arrow represents a flow. Flows reduce the stock at which they start and add to the stock at which they end.

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

Learning is one section of the of the holistic 4 L (Learning, Loving, Living and Life-work) Dimension. With the learning the cognitive-spiritual dimension is meant, by increase of the level, from beginner to legend. From ability over implementation to economic relevance is a need of consistent further developement for each individual person.From values there originates a vision and from a vision aims.SIMULATION is not finished

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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This model describes phosphorus cycling in a dune-lake system in the Northland region of New Zealand. It is based on stock and flow diagrams where each orange oval represents an input, while each blue box represents a stock. Each arrow represents a flow. Flows involve a loss from the stock at which they start and add to the stock at which they end.

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.

Descripción de los conceptos y relaciones básicas de la gestión del conocimiento

This model incorporates several options in examining fisheries dynamics and fisheries employment. The two most important aspects are the choice between I)managing based on setting fixed quota versus setting fixed effort , and ii) using the 'scientific advice' for quota setting  versus allowing 'political influence' on quota setting (the assumption here is that you have good estimates of recruitment and stock assessments that form the basis of 'scientific advice' and then 'political influnce' that desires increased quota beyond the scientific advice).

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

​ A STRATEGY  could be defined as a long-term goal or overriding aim.

TACTICS  could be defined as activities meant to deal with the demands of the moment guided by the pursuit of the overriding goal.

As long-term strategic goals are abstract by nature, they do not take into account local, complex issues of the movement. This makes it necessary to adapt the long-term plan via tactical short-term goals and decisions to avoid unintended consequences. The CLD suggests that this process is driven by goal-seeking feedback loops.

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)