System dynamics has been successfully applied to the study of projects for many years. While this modeling has clearly defined the structures which create project dynamics, it has been less helpful in providing explicit policy advice to managers. To address this gap, we examine the effectiveness of three common project controls available to project managers to address deviations in project performance; (1) exerting pressure on project staff to work faster, (2) having staff work overtime, and/or (3) hiring additional staff. While the three project controls can have short-term benefits for project performance, their long-term impacts can be detrimental. The current work presents preliminary results of the research, focusing on the impacts of the three project controls on project rework and schedule performance. The work describes the development of project control feedback structures, the initial testing and use of a formal system dynamics model of the system, and preliminary results. The work concludes with a description of future project research efforts.

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Date created

• 2007 July 29-2007 August 2

Type

• Document

Processing Activity

• Processing documentation available at: https://wiki.albany.edu/display/SCA/Processing+Ingested+Digital+Files

License

• Creative Commons BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International

  
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ITEM CONTEXT

Part of

298eed5a7fe199ac661be72f3a39f134

Scope and Contents

Part of

0619e689ce89476bfd3b88323c5a9410

Scope and Contents

Part of

23d738ba88f8333bc39725f9cb5bd0b8

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Collection

System Dynamic Society Records

Scope and Contents

Collecting area

• This collection is part of the University Archives