ABSTRACT
This chapter discusses a consequence map for a single project "task" and the subsequent simulation to quantify the impact of a very common management correction action called crashing, in which resources are added to a late project to get it back on schedule. It focuses on just a few key feedback loops that operate at the "task" level. The chapter discusses the common management corrective action to take: add people to increase the amount of work accomplished to speed up the task progress. It shows how the consequence map is converted into a system dynamics simulation model and how this model can be used to test several what-if scenarios related to project management. The chapter focuses on only one management corrective action and the feedback loop associated with the corresponding productivity losses due to fatigue from working overtime. It shows the reader how simulation helps to quantify the behaviors explored in a consequence map.
