Business | Insight Maker

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

Clone of [Published] Full Kitting in Dependent Team Delivery

Johan Persson

Harvested fishery with stepwise changes in fleet size. Ch 9 p337-339 John Morecroft (2007) Strategic Modelling and Business Dynamics

Simple Harvested Fishery

Geoff McDonnell

3

Original (more DYNAMO-like) version is here: http://insightmaker.com/insight/14464

The Simple Retail Sector model from Section 1.7 of DYNAMO User's Manual by Alexander L Pugh III, which is adapted from one from Industrial Dynamics by Jay Forrester.

http://www.amazon.com/DYNAMO-Manual-Edition-System-Dynamics/dp/0262660296 (I bought the 5th edition without realising there was a later one, hopefully it's still the same model in there.)

Simple Retail Sector (tweaked)

Ash Moran

3

This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance.

Business Analysis Performance - Core Variables

Julian Sammy

A simple model for market sizing and sigmoidal growth over time

TAM, SAM, SOM

Robert Koshinskie

Bottom-Up Sales Forecasting for Startups

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach.

This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend.

Important Variables:

1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)

2. LAC (should equal what it cost you to acquire a lead)

3. SalesMarketingBudget : how much you have available to spend on customer acquisition

Other Variables:

4. Price : Avg spending amount per new customer

5. Total Available Market : Total available market size

6. Conversion Rate : the % of your target market that will become a lead

Clone of Clone of Bottom-up Sales Forecasting

Pagandai V Pannir Selvam

Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.

Clone of Business Growth and Stability

An Jab

This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance.

Clone of Business Analysis Performance - Core Variables

Julian Sammy

The Problem:

What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?

Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?

Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation

Pagandai V Pannir Selvam

This model is based off Meadows economic capital with reinforcing growth loop constrained by a renewable resource model.

Tourism Simulator

JP Burklow

4

Build-Measure-Learn Feedback Loop

Alexander Kahle

WIP Summary of Davies 2017 article from special Theory Culture and Society issue on Elites and Power after Financialization

Elite Power under Advanced Neoliberalism

Geoff McDonnell

Clone of Oil and World

Runy Calmera

Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.

Clone of Business Growth and Stability

Dr. Henry Grech-Cini

Netflix model

Thibaut Le Pays du Teilleul

Esta información explora las variables que se deben tener en cuenta para implementar una nueva linea de ventas.

Implementación de una nueva linea de negocio

Yamile Andrea Escobar

The Problem:

What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?

Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?

Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation

Steven van Hekelen

Bottom-Up Sales Forecasting for Startups

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach.

This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend.

Important Variables:

1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)

2. LAC (should equal what it cost you to acquire a lead)

3. SalesMarketingBudget : how much you have available to spend on customer acquisition

Other Variables:

4. Price : Avg spending amount per new customer

5. Total Available Market : Total available market size

6. Conversion Rate : the % of your target market that will become a lead

Clone of Bottom-up Sales Forecasting

Michael Bode

Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.

Clone of To Be Business and Technology Architecture

luc taesch

This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance. Over time it will be extended by IIBA R&I to form a simulation.

Business Analysis Performance Systems Model - Change Requests Causal Loop

Julian Sammy

3

Causal loop diagram based on Jack Homer's Worker burnout: a dynamic model with implications for prevention and control See IM-333 for simulation model and IM-641 for Rich Picture CLD

System Dynamics Review 1985 1(1)42-62

Burnout Dynamics CLD

Geoff McDonnell

The Problem:

What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?

Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?

OSCON 2017: Help Desk - True Cost Impact of Improper Escalation

Kishau Rogers

19

Example from David Lane's Systems Research 2016 article abstract

Unintended effects of cutting wages

Geoff McDonnell

Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.

Clone of Business Growth and Stability

David Horgan

Business Models