The document discusses using system dynamics modeling as a project management tool and the challenges involved. It notes that realistic system dynamics models are inherently complex and exceed human cognitive limits. While system dynamics has paid off for some large projects, developing detailed models, analyzing dynamics, and getting management buy-in can be difficult. Open questions are discussed around how project managers should use system dynamics and how to address the challenges of complex models and limited cognitive abilities.
The document discusses how to mathematically represent system dynamics models using differential equations. It explains that system dynamics describe systems using state variables (stocks) and their rates of change (flows), which can be expressed as differential equations. These equations can be linear or nonlinear. The document provides several examples of system dynamics models translated into systems of differential equations. It also discusses how to interpret graphical functions and their derivatives to determine behaviors.
This document discusses using system dynamics modeling to approach transport modeling. It begins with introducing system dynamics and its use of feedback loops, stocks and flows to model complex systems. Examples are given of causal loop diagrams modeling chicken-egg feedback and balancing loops. Further examples model population dynamics, epidemics, electric vehicle uptake, and other transport problems. The approach allows scenario analysis and accounting for lagged effects, resource limits, and other dynamics. System dynamics provides a holistic approach compared to traditional network models and can provide new insights into transport systems and inform policy decisions.
This document discusses using a balanced scorecard (BSC) approach combined with system dynamics to improve project management and organizational performance. It identifies key factors that impact outcomes like margins, such as costs, customer satisfaction, efficiency, and innovation. These factors are interrelated and must be balanced. The document recommends identifying metrics related to projects, the organization, performance, finance, and quality to measure these factors. Setting targets and tracking performance indicators and key goals will provide knowledge to learn and improve over time.
ICEBERG: a different look at Software Project ManagementLuigi Buglione
油
Every project whatever the application field should be managed taking into account at least four dimensions: Time, Cost, Quality and Risk. To manage these dimensions, a key tool for a Project Manager is to increase project visibility, defined as the amount of information about the project associated with its probability of occurrence. This paper uses the iceberg metaphor to introduce the ICEBERG (Improvement after Control and Evaluation-BasEd Rules and Guidelines) approach that can help Project Managers through the use of standard (de jure and de facto) ICT methods and techniques. This approach focuses not only on the management, and measurement, of resources, process and product, but also of the project and the organization itself. A list of candidate measures related to these 5 entities is suggested for a comprehensive software measurement plan in order to reduce project risk.
The document discusses using system dynamics modeling as a project management tool and the challenges involved. It notes that realistic system dynamics models are inherently complex and exceed human cognitive limits. While system dynamics has paid off for some large projects, developing detailed models, analyzing dynamics, and getting management buy-in can be difficult. Open questions are discussed around how project managers should use system dynamics and how to address the challenges of complex models and limited cognitive abilities.
The document discusses how to mathematically represent system dynamics models using differential equations. It explains that system dynamics describe systems using state variables (stocks) and their rates of change (flows), which can be expressed as differential equations. These equations can be linear or nonlinear. The document provides several examples of system dynamics models translated into systems of differential equations. It also discusses how to interpret graphical functions and their derivatives to determine behaviors.
This document discusses using system dynamics modeling to approach transport modeling. It begins with introducing system dynamics and its use of feedback loops, stocks and flows to model complex systems. Examples are given of causal loop diagrams modeling chicken-egg feedback and balancing loops. Further examples model population dynamics, epidemics, electric vehicle uptake, and other transport problems. The approach allows scenario analysis and accounting for lagged effects, resource limits, and other dynamics. System dynamics provides a holistic approach compared to traditional network models and can provide new insights into transport systems and inform policy decisions.
This document discusses using a balanced scorecard (BSC) approach combined with system dynamics to improve project management and organizational performance. It identifies key factors that impact outcomes like margins, such as costs, customer satisfaction, efficiency, and innovation. These factors are interrelated and must be balanced. The document recommends identifying metrics related to projects, the organization, performance, finance, and quality to measure these factors. Setting targets and tracking performance indicators and key goals will provide knowledge to learn and improve over time.
ICEBERG: a different look at Software Project ManagementLuigi Buglione
油
Every project whatever the application field should be managed taking into account at least four dimensions: Time, Cost, Quality and Risk. To manage these dimensions, a key tool for a Project Manager is to increase project visibility, defined as the amount of information about the project associated with its probability of occurrence. This paper uses the iceberg metaphor to introduce the ICEBERG (Improvement after Control and Evaluation-BasEd Rules and Guidelines) approach that can help Project Managers through the use of standard (de jure and de facto) ICT methods and techniques. This approach focuses not only on the management, and measurement, of resources, process and product, but also of the project and the organization itself. A list of candidate measures related to these 5 entities is suggested for a comprehensive software measurement plan in order to reduce project risk.
This presentation provides an introduction to system dynamics.
Peter S. Hovmand, PhD, MSW
Founding Director, Social System Design Lab
Brown School of Social Work
Washington University in St. Louis
Project Performance, Feedback Loops, Risks, and System DynamicsHIMADRI BANERJI
油
Jay Forrester of MIT is recognized as the father of System Dynamics a body of knowledge founded on system theory in understanding the counter intuitive behavior of systems.The author in this presentation develops a methodology for managing project risks using system dynamics.
This document discusses planning for a software project management session. It covers phases in software development in detail, including lifecycle planning and project plans. It discusses primary planning steps and key planning documents like the Software Development Plan and Risk Management Plan. It also outlines key product documents produced during planning like the Statement of Work, Requirements Document, and Design Specification.
The document provides an overview of software project management. It defines what a project and software project are, discusses key characteristics of projects, and compares projects to operations. It also outlines important aspects of project management including the project management process groups, knowledge areas, factors that influence projects, and the roles of the project manager, project management office, and how organizational structure can affect a project.
The document discusses four key dimensions of software project management: people, process, product, and project life cycle. It describes the important roles that different individuals play in a software project. It also outlines several models and best practices for managing people and processes, including focusing on the 20% of factors that drive 80% of results. The document emphasizes dividing projects into phases with deliverables and reviews to help control the project.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
2. Kidney krijgt tranen in haar ogen. Hoe kan haar vader haar moeder zo bedriegen? Ok辿, ze deed gemeen tegen haar moeder maar dat betekent niet dat ze niet van haar houdt. Ze kan het niet langer meer aanzien. De tranen rollen over haar wangen. 'Hoe kun je dit doen? Hoe kun je mama en mij dit aandoen?' vraagt ze huilend. 'Je bent mijn vader niet meer!'
3. Ze rent naar buiten. Weg. Weg van dit alles. Weg van al haar problemen.
4. Kidney blijft doorrennen tot ze zeker weet dat Keane niet achter haar aankomt. Ze laat zich vermoeid in het gras vallen. Het beeld van Keane met een andere vrouw vormt zich voor haar ogen. Boos slaat ze het beeld weg. 'Hoelang? Hoelang zou dit al bezig zijn?' bedenkt ze zich. 'Ik wil het niet eens weten. Wat een vreselijke man is dat. Ik ga dus mooi niet meer naar huis. Maar waar moet ik dan slapen?' daar had ze nog niet eerder over nagedacht. 'Dave. Dave zou me toch wel onderkomen bieden?' ze staat meteen op maar doordat ze zo snel opstaat wordt ze even duizelig. En ze verliest haar evenwicht.
5. Ze probeert haar ogen te openen. Kreunend probeert Kidney omhoog te komen. Ze kijkt om haar heen. 'Waar ben ik?' ze grijpt naar haar hoofd. 'Hoe kom ik aan die gigantische koppijn?'
6. Dan voelt ze een vochtig iets aan haar gezicht. Ze veegt het weg. Tranen, schiet het door haar heen. Heeft ze gehuild? Ze graaft diep in haar geheugen maar ze kan geen enkele reden vinden waarom ze gehuild zou kunnen hebben. De duizeligheid komt weer omhoog. Nog net op tijd kan ze zich vastgrijpen aan het bed.
7. Voorzichtig laat ze zich weer op het bed zakken, dat ging nog maar net goed. Ze spitst haar oren en probeert wat geluid op te vangen. Het enige wat ze hoort is een krakend geluid. 'Vast van een trap,' ze moet er niet aan denken dat het kraken van muizen over de houten vloer komt.
8. Als het gekraak eindelijk ophoudt hoort ze voetstappen steeds dichterbij komen. Uiteindelijk gaat de mahonie houten deur krakend open.
10. Oh, je bent wakker. Weet je nogwater is gebeurd? vraagtzebelangstellend. Kidney doethaar best om het zichteherinneren. Nee , ikhebgeenflauwbenul. zegtzetriest. Ikvind het vreselijkdatik het nietmeerweet. De zwartharigevrouwgaatnaast Kidney op bed liggen.
11. Ervalteenkortestilte. Weet je nog hoe je heet? vraagtzeom de stiltetedoorbreken. Daar had Kidney nogniet over nagedacht. Eh, zeschrikter van alszemerktdatze het nietmeerweet. De vrouwglimlacht even. Maaktnietuit, het komt vast welweerterug.
12. Na eenkortestiltezegt de vrouw; Fris je maar even op, een bad zal je goeddoen. zewijstnaar de deuraan de rechterkant. Dat is de badkamer. Daarnastaptze van het bed en looptrichting de dedeur die naar de overloopleidt.
13. Net voor de deurstaatzestil en kijktzenaarachter. Trouwens, ikheetBibiche.
14. Daarnaverlaatze de kamerzondernog辿辿n ding tezeggen. Kidney probeertvoorzichtigvan het bed aftekomen. Gelukkig, de duizeligheid is minder. Zebegeeftzichnaar de badkamer. Het valt op dat de badkamer erg klein is maartoch heel stijlvol.
15. Zelaat het bad vollopen en gooiter extra veelschuim in. Zekleedtzichuit. Kidney laatzich in het met water gevulde bad zakken. Het warme water vulthaarlichaam met eenheerlijk gev0el.
17. Zeloopt de deurweer door naar de slaapkamer. Zebekijkt de (waarschijnlijk) durekledingkast. Eenkleinbeetjerondsnuffelenkantochgeenkwaad? Zetrekteen lade open.
18. Haar hand gaattussen de kleding door totdatze met haar hand op eenhardedoosbotst.