Management Models

These models and simulations have been tagged “Management”.

Related tagsProjectEngineering

 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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 El modelo presenta los elementos que se deben considerar para la gestión de la organización
El modelo presenta los elementos que se deben considerar para la gestión de la organización
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.
12 months ago
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
 Public utilities do
not need to make a profit. They can concentrate on providing a quality service,
a public good. By contrast, the primary objective of private utilities is not
to provide a public good, but profit and profitability. This simple CLD tries
to show the conflict that can arise from th

Public utilities do not need to make a profit. They can concentrate on providing a quality service, a public good. By contrast, the primary objective of private utilities is not to provide a public good, but profit and profitability. This simple CLD tries to show the conflict that can arise from this and a hidden dynamic, a reinforcing feedback loop, that can lead to disaster. Unfortunately, there are examples where failure in infrastructure maintenance has led to disaster. On the 9th of July 2009, the German newspaper 'Welt Online' reported that the authorities in Berlin had to intervene and force the company that was running Berlin's S-Bahn (suburban rail service) to withdraw half of all the city's trains from service because they were considered unsafe! Something similar happened in the UK where failure to maintain rail tracks led to serious accidents. 

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

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

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.

  ​ 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 loc
​ 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.

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

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

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 'poli
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).
 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)

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

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

 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)

 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.

 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.

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

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

 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

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.

 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

2 months ago