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

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)

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

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

Classroom behaviour management loop

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

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

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

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.

ISCI 360 - Project Finale

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.

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

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

Public Insight

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.

Tento model slouží jakožto simulace práce na projektu. Pomocí proměnných lze simulovat práci týmu, chybovost a hlavně to, jak dlouho bude projekt trvat