Causal loop diagram illustrating one of the contributing factors to employee hiring.
Clone of Hiring Cycle (1-Loop; Balancing)
Transition Matrix:
G R B P
G .7 .05 .03 .22
R .05 .55 .35 .05
B 0 0 1 0
P 0 0 0 1
Project 3 - Predicting Loans based on risk
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
This is a model which attempts to replicate a simple reinforcing loop described by Dennis Sherwood on page 75-87 of his book 'Seeing the forest for the trees - a manager's guide to applying systems thinking.
This is not a realistic model but I just wanted to reproduce it as practice of implementing causal loop models.
www.stantonattree.com
Clone of Seeing the forest for the trees example
Simple model used to assess the likely outcome of Revenue and Profit due to variability of purchase price, price impact on Units Sold, and Units Sold impact on Unit Cost.
Impact of variable price on revenue & profit
Simple Bass diffusion modified from Sterman Business Dynamics Ch9. Compare with the SI infectious disease model Insight 584, to which we added churn and duplicated it to model a 2 sided marketplace..
In this 2-sided market model -- take etsy for example -- the adoption rate of end users is also a factor of how many vendors the company has on-boarded. You can control the impact on end user adoption via the Choice Impact Factor.
Conversely, the rate at which vendors will be on-boarded is a factor of the perceived opportunity they have to sell their wares. You can control the rate at which suppliers are on-boarded via the Opportunity Impact Factor.
Copyright 2016 Whatifics Pte Ltd
Clone of Clone of 2 Sided Marketplace with Churn
Clone of Grocery Store System - Stock & Flow Diagram/SD Model
The Problem:
What is the true cost of escalation?
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 AGILE 2017: True Cost of Escalation
The Problem:
What is the true cost of escalation?
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 AGILE 2017: True Cost of Escalation
Factors influencing strategy implementation
The Problem:
What is the true cost of escalation?
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 AGILE 2017: True Cost of Escalation
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
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.)
A tweaked version with slightly more explicit stocks is here: http://insightmaker.com/insight/14467
Clone of Simple Retail Sector
The Problem:
What is the true cost of escalation?
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 AGILE 2017: True Cost of Escalation
The need to spend time doing chargeable work, in balance and/or conflict with the need to spend time doing marketing to ensure a continuing workload into the future.
Spending time on chargeable billings vs. marketing
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.)
A tweaked version with slightly more explicit stocks is here: http://insightmaker.com/insight/14467
Clone of Simple Retail Sector
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.
© International Institute of Business Analysis
Business Analysis Performance Systems Model
Harvested fishery with endogenous investment and ship deployment policy. Ch 9 p345-360 John Morecroft (2007) Strategic Modelling and Business Dynamics. See simpler models at IM-2990 and IM-2991
Fishery Dynamics with Ship Deployment Policy
Závislosti v přípravě obchodního reportingu datových a masových služeb
Časová náročnost obchodního reportingu
Harvested fishery with endogenous investment and ship deployment policy. Ch 9 p345-360 John Morecroft (2007) Strategic Modelling and Business Dynamics
Clone of Fishery Dynamics with Ship Deployment POlicy
