HBP Simulation
HBP management simulation
Analysing cause and effect relationship
Team attributes:
The team morale (TM) and stress level (SL) seem to be caused by common parameters. Their correlation is first positive and then becomes negative. The turning point is at the SL 1.2 approximately. The effects of positive and negative stress explain this relation, respectively.
A SL below 0.9 is low, indicating the team is bored and is linked to low TM, which reflects an absence of challenge. Here, an increase in SL up to 1.2 is often observed with higher TM, due to positive stress.
However, from the SL 1.2, TM shrinks with further increases of SL due to negative stress.
The target completion date and the project scope directly impact the SL and TM. They affect TM negatively if they are pessimistic or overly optimistic. Both are linked to the notion of challenge and benefit the project if they are slightly optimistic.
Moreover, excessive and/or regular overtime causes negative stress. When done occasionally, it can be positive for the project without increasing SL or impacting negatively TM. Hence, overtime should stay exceptional in order to maintain good TM, which is similar to reality.
The communication needs of a team, impacting TM and SL, changes with the project’s advancement. For example, one-on-one meetings are more important at the beginning of the project and when many problems are discovered. However, status reviews and daily stand-ups are important throughout the entire project, ensuring all team members are informed and coordinated.
Project outcomes:
The number of tasks completed per week (NTCW) is the basis of a project’s success. A critical determinant is the amount of resources per week invested into the project, defining project costs. Resources (and costs) are determined by:
Team size: the bigger the team, the higher the NTCW. However, the team experiences decreasing marginal productivity, which is subsequent to economic rationality.
Skills:
Analysing cause and effect relationship
Team attributes:
The team morale (TM) and stress level (SL) seem to be caused by common parameters. Their correlation is first positive and then becomes negative. The turning point is at the SL 1.2 approximately. The effects of positive and negative stress explain this relation, respectively.
A SL below 0.9 is low, indicating the team is bored and is linked to low TM, which reflects an absence of challenge. Here, an increase in SL up to 1.2 is often observed with higher TM, due to positive stress.
However, from the SL 1.2, TM shrinks with further increases of SL due to negative stress.
The target completion date and the project scope directly impact the SL and TM. They affect TM negatively if they are pessimistic or overly optimistic. Both are linked to the notion of challenge and benefit the project if they are slightly optimistic.
Moreover, excessive and/or regular overtime causes negative stress. When done occasionally, it can be positive for the project without increasing SL or impacting negatively TM. Hence, overtime should stay exceptional in order to maintain good TM, which is similar to reality.
The communication needs of a team, impacting TM and SL, changes with the project’s advancement. For example, one-on-one meetings are more important at the beginning of the project and when many problems are discovered. However, status reviews and daily stand-ups are important throughout the entire project, ensuring all team members are informed and coordinated.
Project outcomes:
The number of tasks completed per week (NTCW) is the basis of a project’s success. A critical determinant is the amount of resources per week invested into the project, defining project costs. Resources (and costs) are determined by:
Team size: the bigger the team, the higher the NTCW. However, the team experiences decreasing marginal productivity, which is subsequent to economic rationality.
Skills: