ithnithmBookC_StringPrint_SetupTPrintStartupSound_TabLISTBook_PrefsAct List Scene Drawing_Model Draw_Specs diagram_struct_arrayDependentsScriptPad_ListManuscriptPlayPlay_PrefsModelSubscript_Set_ListSubscript_SetArraySimulation_ModelRun_Specsentity_struct_arrayentity_structint16_arraydouble_arraytoken_type_arraytoken_type run_handle_array!Draw_Index"Poster_Info#Poster_Tab$AliasRecord%Play_Where&diagram_struct'Point_array(movie_attach)Picture_Tab*Pad+Button_Type,Condition-Movie_Tab.Model_Index/Model_Index_array0slider_type1Log_Condn2Log_Page3Dependent_Entry4table_type5table_var_type_array6table_var_type7SET8graph_type9curve_type_array:curve_type;Pathname<Panel=Sector_Specs>Sense_Setup?select_struct_array@allow_struct_arrayAallow_structBPicture_arrayCEntity_Controller_MapDSection_ListEFont_MapFFont_Map_Record_ArrayGFont_Map_RecordHWindow_ListIModel_WindowJPad_WindowK@@-Y&gBg̒gTggbqj4gxxHH@RHH@d'fQfd>> ,, g~g^g     Tgg    JJ   drmd   -P-@@- g؏gvggqqqPP@N?!2    V,Hʏgg ,Cgg2l,kqqg Һjgj`q(1 Dim_Name_1  Qjj?@?@NTime N~*s@˯@È@K @È@˯k????Coded_&_Unit_Tested_DSI09 !lIn this stock we accumulate the DSI that have been coded and unit tested. They wait here to be integrated." #f  @m.?@m33332@m33332@m.???@m33332 Coding_Rate Dev_Productivity*Dev_Work_Force%/   %  !DSI flow out of "DSI to be Coded" and into "Coded and Unit Tested DSI" through this flow. "Coding Rate" uses the standard work equation: productivity * resources. For example, if 5 programmers are working and each can code 30 DSI per day, then 150 DSI will flow through each day." #s  @cj5 ?@c{@XM| @cj5 ???? Tested_DSI0  !" #s M@F *?@@@^޴@F *@F *@F *B????@F * Finished_DSI0 !CHere accumulate all the completed finished (coded and tested) DSI." #f P@cj5 ?@c{@XM| @cj5 ??? Correct_DSI Tested_DSI !Through this flow go all the correct DSI - the ones that pass the testing. The ones that do not pass go back to the programmers for rework." #s @Iާ,#@(@nDǞ@(@Iާ,#@Iާ,#@Iާ,#2????@Iާ,#Integrated_DSI0P !3The DSI in this stock wait for integration test. " #f @p?@@t@p??? IntegrateDSI_per_System9 9!This flow empties the "Coded and Unit Tested DSI" stock of "DSI per System" DSI and places them in "Integrated DSI" to await integration test." #f!@cj?@c@X] J@cj ???Integration_Test_Rate"Test_Productivity*Test_Work_Force&   &  ! DSI flow out of "Integrated DSI" and into "Tested DSI" through this flow. "Testing Rate" uses the standard work equation: productivity * resources. For example, if 5 programmers are working and each can test 30 DSI per day, then 150 DSI will flow through each day." #c?ə?ə??ə?ə?ə?ə?ə?ə?ə?əJ????ə?Training_Factor.20(   ?ə !KWe set this factor to the same value as Abdel-Hamid's and Madnick's model." #c???????????J????? Rookie_Prod_Level.5)   ? !KWe set this factor to the same value as Abdel-Hamid's and Madnick's model." #c)?PbM>?6C-k :??6C-?6C-?6C-lᛐ?6C-k :l/4l/4????6C-? l/4Assimilation_Rate_Graph*Complexity_to_Use*Project_Size_MultiplierO>00?@@@@?6C-PbM`bMl1&yzvȴ9bM   O  !This graph captures the effect of new project complexity on the assimilation rate of rookies to pros. The more complex a project is, the less rookies become pros, i.e., it takes longer to become a pro." #f @/TA?@/CۆuP@#w3F@/TA??? Integration_Test_Rework Rework_DSI/ !This flow drains "Tested DSI" of some number of DSI that contain errors. The value drained is defined by "Rework DSI". These DSI then flow into "DSI to be Coded" stock where they wait to be fixed by the programmers." #f : ?zGz?zGz??zGz?zGz?zGz?zGz?zGz????zGz  CS_Inflow;if System_Effect_on_CS > 0 then System_Effect_on_CS else 0a$        !If the "System Effect" (which controls the flowing into the "Reliable & Correct Systems") is positive then this should have a positive effect on customer satisfaction." #(f  ??zG{?c&)???  CS_Outflowif mod(time,Sample_Time)= 0 then if System_Effect_on_CS <= 0 then Push_Deadlines+abs(System_Effect_on_CS) else Push_Deadlines else Push_Deadlines;ad   ,         ;       ;   ;!*We gauge the effect of "Reliable and Correct Systems" on customer satisfaction only on the "audit day" specified in "Sample Time". If this value is negative, i.e., systems don't look so good, customer satisfaction goes down. It goes down regardless of audit day, anytime a user pushes deadlines." # fr&?333333?333333??333333?@W?333333?333333?333333?333333????333333Experience_InflowsSMTH1(Tech_Effect_on_Exp_&_Knowl,10)+SMTH1(Training_Effect_on_Exp_&_Knowl,10)+SMTH1(Proj_Effect_on_Exp_&_Knowl,10)bciD b       c    !"Experience and Knowledge" is affected by technical upgrades, training and new project acceptance. We smooth this so the effect is not immediate but gradual" #s'@?@1`[@@Q@@@d????{O<@?@Rookies2() !eThis is the user-defined parameter for the number of rookies on our work force. The default is 2. " #s(@ @ 30) and Accept_Project? = 0 then (-Test_Productivity+(Initial_Productivity_DSI+Total_Infrastructure_Effects))/Wind_Down_Time else if Accept_Project? = 1 then (Test_Communication_Overhead*Initial_Productivity_DSI)+(Project_Complexity_Effect*Initial_Productivity_DSI)+(Schedule_Pressure_Effect*Initial_Productivity_DSI)+(Infrastructure_Effect_on_Prod) else (Schedule_Pressure_Effect*Initial_Productivity_DSI)+(Infrastructure_Effect_on_Prod)FB456m11              F    B  1     ,  4 F  5 F   6 F   m  1  6 F  m  !%Here is an explanation of the formula below: if the work is done and no new projects have arrived, we reset test prod to its default value, plus any positive effects from infrastructure investments (this all occurs gradually based on wind down time); if we have a new project, we obtain a new test prod rate by taking into account communication overhead and the complexity of the new project and schedule pressure, and any infrastructure investments; else if there is no new project we just look at schedule pressure and infrastructure investments." #s8@b????@eƍ"?@b?@b@b5?????@bExperience_&_Knowledge1 !6The initial value of "Experience and Knowledge" is 1." #b{;?9+>J8?>¤/y?8dEs0I>oE?9+>J8?$h?=Ze???>M;{X(Pro_Quit_Rate_Change|if Schedule_Pressure = 0 or Work_to_Be_Done = 0 then -Pro_Quit_Rate+Pro_Quit_Rate_Constant else Schedule_Pressure_HR_Effect 1P?DA?@ 1  P     ?  D    A!fThe Pro Quit Rate is based on schedule pressure. The more schedule pressure, the more pros who quit." #c@N@N?@N@N@N@N@N@N@N@Ny???@N?Training_Delay60G c ! When a new project is assigned, the user has the choice of accepting it or not. The default for this value is 0 and the user sets it to 1, thus letting the new project data flow into the model entities. The user must move this slider to 1 to accept a new project." #s@<)????\A }7@A=?@<)?@;`O@;`O:?????@;`OReliable_Correct_Systems1de !;The initial value of "Correct and Reliable Systems" is 1." #c ??I????Training_Effect_on_Exp_&_KnowlIncrease_TraininglX??ə?333333?ٙ??333333?ffffff?陙??X???333333?ə??333333?ffffff?ٙ?? l!JThis graph captures the effect of training on "Experience and Knowledge"." #s?&????Process_Design0# !'The initial value for this stock is 0." #s?&???? Monitoring_&_Measuring0| !'The initial value for this stock is 0." #s4?&????! Training0l !'The initial value for this stock is 0." #s6?&????"Technical_Upgrades0v !'The initial value for this stock is 0." #f"H????#Increase_Process#Investment_in_Process*ok_to_InvestjEhsu  j   !This flow controls the process design investment. We accumulate how many (and how much) investments have been made in the associated stock. Note that this occurs only if the "ok to invest" flag is 1." #c.A@ @5R?@ffffff@5a@/@ffffff@ @5R@(Cu@(Cu8???@ffffff?$@(CuTotal_Work_Force/Actual_Pros_Available+Actual_Rookies_Available()%&  ( )  !9After the losses to both rookies and pros, this is the actual work force we have to do our coding and testing. Note that the defaults for rookies and pros (with the adjustments) give us approximately a work force of 6.5, which is the value we want for validating the model according to Boehm's COCOMO equations." #c"D@333333@s0SFC?@zG@ zsBMM@#333332@zG@333333@s0SFC@c&8@c&8g???@zG?%@c&8Dev_Work_Force#Total_Work_Force*(1-Test_Fraction)$'3 $  '   !hThis is the "Total Work Force" adjusted by 1 - "Test Fraction" to give us the "Development Work Force"." #cE@ @uك?@Q@@@Q@ @uك@"Ă&@"Ă&`???@Q?&@"Ă&Test_Work_ForceTest_Fraction*Total_Work_Force'$4  ' $  !aThis is the "Total Work Force" adjusted by the "Test Fraction" to give us the "Test Work Force"." #c G?ٙ?ٙ??ٙ?ٙ?ٙ?ٙ?ٙ?ٙ?ٙ?ٙw????ٙ? '?ٙTest_Fraction0.4%&   ?ٙ !x The user can specify what percentage of the work force should be doing testing. The default is 0.4 or 40% do testing." X#cQ@ @䭃?@ffffff@݀@/@A7Kƨ@ @䭃@%;t@%;t@???@ffffff?(@%;tActual_Pros_AvailablePros-(Rookies*Training_Factor)$      !AThe number of Pros actually available to do work must be adjusted by how much training they must do. For example, if there are 10 pros and 2 rookies, the pros must train the rookies in order for them to assimilate. The "Training Factor" defines this loss. If it is set to 20%, then the "Actual Pros Available" is 9.6." #cU?!\-??1`[?@Q?!\-???????)?Actual_Rookies_AvailableRookies*Rookie_Prod_Level $     !Rookies are not fully productive members of a project team. Their "number" is adjusted here by the "Rookie Productivity Level". Thus if there are 6 rookies and the "Rookie Productivity Level" = .5, then we actually only have 3 rookies working." #c"W@)@Z?@0@G@2@@,@)@Z@@???@?5*New_Project_Generator:_Size#round(random(1, Max_Project_Size))JZ  J    !This converter outputs a random number between 1 and "Max Project Size" every dt. This value is only used when a new project is assigned." #c!X@?@@@?????@?5+"New_Project_Generator:_Complexityround(random(0,5))U\     !This converter outputs a random number between 0 and 5. It defines the complexity for a new project where 0 is no complexity and 5 is extremely complex." #c#Z ????????5,New_Project_Startup$if Random_Time = time then 1 else 0- UVZ\_( -        !When "Random Time" equals the current time, we set this value to 1. This converter determines when all the new project processing (in the model) begins." #%c Z[@?@f@@@~ @~ ????5- Random_Time[if time <= Stop_the_Projects and time > 1 then mod(time,Frequency_of_Projects)+time else 0IH,X  I         H ,      !Every "Frequency of Projects" interval, a new project is assigned (assuming the time in the simulation is less than "Stop the Projects" and greater than 1)." #c%]@?@@@@@???@?5.&New_Project_Generator:_Business_Valueround(random(0,5))V_     !This converter outputs a random number between 0 and 5. It defines the business value for a new project where 0 is no value (perhaps some systems utility) and 5 is extremely valuable." #s^@#I@%}?@@@q´@@@#I@%}@#I@#Il???@@?/@#IDSI_to_be_Coded160001P0  >!mThis is the backlog of DSI (delivered source instructions) waiting to be coded by the programmers. The default is 16K of work to be done when the simulation starts. This parameter can be set by the user at the start of a simulation (but not during). When a new project is assigned and accepted, those assigned DSI flow into this stock and wait here to be coded." #f_@@?@L@@@j???0@}DSI_for_New_ProjectsAccept_Project?*Size_To_Use/     !Through this flow come the assigned DSI for a new project. If the user accepts the project (i.e., "Accept Project" = 1) then the DSI for the project flow in." #sg@7]S?ə??d/;C˰?gP?ə@7]S?ə@7]S@7]S????ə?1@7]SSchedule_PressureDSI_to_be_Coded/80000/2e2 / / @  !The default for schedule pressure is based on backlog. At the beginning of the simulation we have a 16k backlog which gives an initial schedule pressure of 0.2." #4bi%?~?x`??R4Vx߿'?}'}'?b|\[?~?x`?zG{?0????ll2@<,QChanges_in_Schedule_Pressureif Push_Deadlines > 0 then -Schedule_Pressure*Push_Deadlines else if Work_to_Be_Done = 0 then -Schedule_Pressure/Wind_Down_Time else if Accept_Project? = 0 then Effect_of_Backlog/Wind_Down_Time else (Accept_Project?*(Business_Value_Effect+Effect_of_Backlog));1PB876AM1%% ;    1  ;  %  P    1  B  %      8 B  %   7 8   !Schedule pressure is affected by the business value of a new project and current backlog. This equation is built from the following: if the user has adjusted "Push deadlines", schedule pressure is adjusted in a linear fashion; if there is no more work to be done, schedule pressure is slowly drained based on "wind down time"; if no new projects come in, we assess the effect of the backlog; else we add the effect of the business value of the new project + backlog effect." #c ?rntLڿs8Ck?jΕؿnmL3nmL3*0U2`ntLڿs8Ckn`2̿n`2???nmL2?3n`2Dev_Communication_OverheadDev_Work_Force%X@@$@.@4@9@>@A@D@F@IX?PbMtzG{zG{QQ쿹333333ə333333 %!The larger the work force, the more negative effect on productivity due to more communication requirements (more meetings, more memos, etc.)" #c ?xa|`=gCcHl?^E+Ͽa # ya # yz6C,a|`=gCcHlanNr߿anNr???a # x?4anNrTest_Communication_OverheadTest_Work_Force&X@@$@.@4@9@>@A@D@F@IX?PbMtzG{zG{QQ쿹333333ə333333 &!The larger the work force, the more negative effect on productivity due to more communication requirements (more meetings, more memos, etc.)" #c9ffffff?|*L/{?<쿱[*L/{VMؿVMV????5VMProject_Complexity_Effect:Accept_Project?*Complexity_to_Use*Project_Size_MultiplierO?@@@@QQУ =pٙffffff    O  !WThis captures the negative effect the complexity of a new project has on productivity." #c?~tDMOKyhՠ??mJؿ] Z.2m2aN,ԟIItDMOKyhՠZZJ???4Vx?6ZSchedule_Pressure_EffectChanges_in_Schedule_Pressure28??8??ffffff?333333?Qə 2!KThis graph captures the effect of schedule pressure on productivity rates." #c!@Y?X?F??ffffff?X?F?ᰊ?ᰊ????7?ᰊBusiness_Value_Effect"BV_To_Use*Project_Size_MultiplierO2?@@@@???333333?ə?   O  !This graph captures how the business value of a new project will affect schedule pressure. The higher the business value, the more the client "needed it yesterday". Consequently we see a big effect on schedule pressure. The lower the business value, we see a much smaller effect." #c zG{??zG{?x`??llQ?t3?ll?zG{?x`?zG{?zG{!????ll?8?zG{Effect_of_BacklogWork_to_Be_DoneP2X@ @ @@ @@@@ @@XQ?tzG{?zG{?Q?zG{??Q?l?O;dZ?5?|h?zG{ P!"This graph controls the effect of the backlog of work on schedule pressure. The higher the backlog, the greater the effect. Notice that this is not a linear effect. Programmers and testers have a certain threshold that they can bear, but once we cross over, the effects are more severe." #(cg@p?@@t@p????9DSI_per_Systemhif mod(time,How_Often_to_Integrate) = 0 then max(30/dt,round(random(1,Coded_&_Unit_Tested_DSI))) else 0:d  : ,                  !Every X days (as defined by "How Often To Integrate"), a random number of DSI are drained from "Coded and Unit Tested DSI" and placed in "Integrated DSI". Then random number is between 30 and the total number of DSI sitting in "Coded and Unit Tested DSI"" #c@@?@@@@@@@@???@?:How_Often_to_Integrate59 !This is a user-defined value that controls how often the DSI waiting in "Coded & Unit Tested DSI" should be grouped together (i.e., integrated) and passed into the "Integrated DSI" stock to await integration test. The default value is 5, i.e., once a week." #c????? ;Push_Deadlines0 2 !This slider allows the user of the model to alleviate schedule pressure by pushing the deadlines on the projects that are currently being developed. This slider has a linear effect on schedule pressure, i.e., setting it to 0.5 will cut schedule pressure by 50%." X#c@D@D?@D@D@D@D@D@D@D@Dy???@D?<Technical_Delay40K (!zThis is the delay in days before we begin to see a positive impact on productivity due to this infrastructure investment." #s?{O> C!EThis stock is initialized to the value in Assimilation_Rate_Constant" #!b?6C-k :?lᛐ?6C-k :?6C-l/4????6C->Assimilation_Rate_Changeif (Work_to_Be_Done = 0) then -Assimilation_Rate + Assimilation_Rate_Constant else if Accept_Project? then Assimilation_Rate_Graph else 0 P=C =H P    =  C          !The Assimilation Rate is based on new project complexity. The more complex a project is, the less rookies become pros, i.e., it takes longer to become a pro." #s ?\ ?tzG{??t{f?tzG{?{=N?tzG{?\ ?tzG{?\ ?\ 8????tzG{??Pro_Quit_RatePro_Quit_Rate_ConstantD D!9This stock is initialized to the Pro Quit Rate Constant." #c@f@f?@f@f@f@f@f@f@f@fy???@f?@Measurement_Delay180 !zThis is the delay in days before we begin to see a positive impact on productivity due to this infrastructure investment." #c?tzG`?9+>J8?>¤/y?8dEs0I>oE?9+>J8?=Z?=Z???>M;{X(?ASchedule_Pressure_HR_EffectChanges_in_Schedule_Pressure2???333333?ə??6C-?*6C-?3*0U2a?:6C-?@bM 2!This graph reflects the effect of schedule pressure on pros quitting. The more schedule pressure, the more pros who quit. The effects appear small because they are accumulated every day of the simulation." #c@$@$?@$@$@$@$@$@$@$@$???@$?BWind_Down_Time102 !This controls the winding down of schedule pressure when the work is done. The default is 10 days, i.e., after 10 days the schedule pressure will go down to 0." #c???????????P?????CAssimilation_Rate_Constant.25=>   ? !QThis constant is set at 0.25 reflecting 1 rookies becoming a pro every 40 days. " #c?tzG{?tzG{??tzG{?tzG{?tzG{?tzG{?tzG{?tzG{?tzG{?tzG{b????tzG{?DPro_Quit_Rate_Constant.005?   ?tz G{!cThe default for this constant is 0.005 reflecting a 20% annual turnover of a work force of size 6." #cm ?????EDelayed_Effect:Processnsmth1(delay(Increase_Process*Process_Effect_Const:_Pos,Process_Delay*Adjustment_to_Infrastructure_Delays),15)#km4 # k          !After a delay, we should see some positive effects from the infrastructure investment. This will not occur only in the case where there is a great deal of schedule pressure (captured in Adjustment_to_Infrastructure_Delays)." #c @N@N?@N@N@N@N@N@N@N@N@???@N?FInitial_Productivity_DSI60orsuz{ 0 and Integrated_DSI > 0 then max(DSI_to_be_Coded,Integrated_DSI) else if DSI_to_be_Coded = 0 then Integrated_DSI else if Integrated_DSI = 0 then DSI_to_be_Coded else 0/28> /       /      /           /   !tWe have to take into consideration the coding and the testing work to be done. This converter captures this value." #s???????H?????5Q Day_Hold0SRS !IThis little structure is used to keep the displays in the user interface in sync with what actually happens in the model. We need to display the message for a new project 1 dt after the new project data displays to keep the values stored in the size, business value and complexity storage stocks in sync with what is displayed." #f1 ???????H???5RDay_in2if mod(time,Frequency_of_Projects) then 0 else 1HQ,  H ,      !IThis little structure is used to keep the displays in the user interface in sync with what actually happens in the model. We need to display the message for a new project 1 dt after the new project data displays to keep the values stored in the size, business value and complexity storage stocks in sync with what is displayed." #f ??????H???5S Day_Later Day_HoldQTQ Q!IThis little structure is used to keep the displays in the user interface in sync with what actually happens in the model. We need to display the message for a new project 1 dt after the new project data displays to keep the values stored in the size, business value and complexity storage stocks in sync with what is displayed." #&c< ??????m????5TNew_Project_Message=if Day_Later = 1 and time <= Stop_the_Projects then 1 else 0SI8 S    I        !nThis converter controls the display of the new project message. Press "Message...*" button below to see more." # cl?  ,$&ff?zGSYou may have been assigned a new project. Please wait for additional instructions.%&c5 @?@@S????5UComplexity_Display6New_Project_Generator:_Complexity*New_Project_Startup+,  + ,  !TThis converter is used to display the new project complexity in the user interface." #c9@?@@W????5VBusiness_Value_Display:New_Project_Generator:_Business_Value*New_Project_Startup.,  . ,  !XThis converter is used to display the new project business value in the user interface." #s@?@@@@c????5WComplexity_Storage0]\] !dThis little structure is used to store the complexity data for a new project. We need to store it because we are waiting to find out if the user will accept this project or not. If they don't the storage stock gets reset one dt after the new project message appears. If they do accept it, then this data is used to affect various entities in the model." #s @@?@=@@@j@j???@j?5X Size_Storage0[Z[ !We need to store the size of a new project for at least one dt because the user has the option of accepting or not accepting the project. Only after the user accepts do we allows the new project data to affect model entities." #c?@N???? YHow_Many_to_Hire0 !O The user can define how many new rookies to hire anytime during a simulation." X#f /@@?@=@@@j}???5Z Save_Size0New_Project_Startup*New_Project_Generator:_Size,*X  , *  !~This flow allows the size data for a new project to flow in when a new project is assigned (i.e., "New Project Startup" = 1)." #f #@@?@u@@@j]???5[ Reset_Size Size_StorageXX X!^This drains the "Size Storage" stock after one dt, so it is all set for the next new project." #f5&@?@@@c???5\Save_Complexity6New_Project_Generator:_Complexity*New_Project_Startup+,W  + ,  !dThis little structure is used to store the complexity data for a new project. We need to store it because we are waiting to find out if the user will accept this project or not. If they don't the storage stock gets reset one dt after the new project message appears. If they do accept it, then this data is used to affect various entities in the model." #f(@?@@c???5]Reset_Complexitydelay(Complexity_Storage,1)WW W    !dThis little structure is used to store the complexity data for a new project. We need to store it because we are waiting to find out if the user will accept this project or not. If they don't the storage stock gets reset one dt after the new project message appears. If they do accept it, then this data is used to affect various entities in the model." #s.@?@@@@g????5^Business_Value_Storage0`_` !hThis little structure is used to store the business value data for a new project. We need to store it because we are waiting to find out if the user will accept this project or not. If they don't the storage stock gets reset one dt after the new project message appears. If they do accept it, then this data is used to affect various entities in the model." #f<0@?@@@g???5_Save_Business_Value= New_Project_Generator:_Business_Value*New_Project_Startup .,^  . ,  !hThis little structure is used to store the business value data for a new project. We need to store it because we are waiting to find out if the user will accept this project or not. If they don't the storage stock gets reset one dt after the new project message appears. If they do accept it, then this data is used to affect various entities in the model." #f1@?@@g???5`Reset_Business_Value delay(Business_Value_Storage,1)^^ ^    !hThis little structure is used to store the business value data for a new project. We need to store it because we are waiting to find out if the user will accept this project or not. If they don't the storage stock gets reset one dt after the new project message appears. If they do accept it, then this data is used to affect various entities in the model." #s@433332????Q?z?@433332?@433332@433332P?????aCustomer_Satisfaction1   !QThis is a qualitative measure of customer satisfaction. The initial value is 1." #c?B?S????bTech_Effect_on_Exp_&_KnowlIncrease_in_Techv(????(??ə?333333?ٙ v!TThis graph captures the effect of technical upgrades on "Experience and Knowledge"." #c&G ?333333?333333??333333?333333?333333?333333?333333[????333333?cProj_Effect_on_Exp_&_Knowl'if Accept_Project? = 1 then 0.3 else 0,      : ?33 3333   !\This converter captures the effect of new project acceptance on "Experience and Knowledge"." #&f=?Q?Q??Q?_U}T?Q?Q?Q?Q????Qd@ Systems_InflowSMTH1(Knowl_&_Exp_Effect_on_Systems,10)+SMTH1(Meas_Effect_on_Systems,10)+SMTH1(Proc_Effect_on_Systems,10)+SMTH1(Tech_Effect_on_Systems,10)ighf\ i   g    h    f    !The positive impacts on "Correct and Reliable Systems" are: infrastructure investments and an increase in the "Experience and Knowledge" of staff." #3f>$?0 ??o * ?ڷ1?0 ?0 ???e?0 Systems_Outflowif mod(time,Sample_Time)= 0 then if Total_Infrastructure < (time/Sample_Time) then 0.05+Schedule_Pressure*SP_Factor+HR_Effect_on_Systems else Schedule_Pressure*SP_Factor+HR_Effect_on_Systems else 0 1$$   ,   #         : ? 1      !  1     $  !The draining or negative impacts on "Correct and Reliable Systems" are: schedule pressure, pros quitting, and no investments in infrastructure. Such adjustments are only made on the "sample day"." #c??W????fTech_Effect_on_SystemsIncrease_in_Techvd(????(???333333?ə v!XThis graph captures the effect of technical upgrades on "Correct and Reliable Systems"." #c??[????gMeas_Effect_on_SystemsIncrease_in_Measurement|d(????(?zG{?zG{?Q?zG{ |!\This graph captures the effect of a measurement program on "Correct and Reliable Systems"." #c??`????hProc_Effect_on_SystemsIncrease_Process#d?ə?ٙ?333333?陙??zG{?zG{?Q?zG{? #!aThis graph captures the effect of process design initiatives on "Correct and Reliable Systems"." #c??Q?Q??Q>jψf?Q?Q?Q?Qg????Q?iKnowl_&_Exp_Effect_on_SystemsExperience_Inflowd(????(???333333?ə !hThis graph captures the effect of knowledge and experience of staff on "Correct and Reliable Systems"." #cI????? jInvestment_in_Process0# !This slider allows the user to invest in a process design program. Set it to a percentage which indicates what part of your staff will participate in this initiative. For example, setting it to 0.5 means 50% of your staff will be involved. Thus, 50% will not be involved in project activities for the next couple weeks and once they are back, this 50% will have a lower productivity due to their additional activities. Eventually, this investment should cause an increase in productivity."h X#cK@@?@@@@@@@@???@?kProcess_Effect_Const:_Pos4E !This is the long-term positive effect of the infrastructure investment. After a delay, this in the increase in DSI per day that we should see as a result of this infrastructure investment. " #f#O????lIncrease_Training$Investment_in_Training*ok_to_InvestnGor!  n   !This flow controls the training investment. We accumulate how many (and how much) investments have been made in the associated stock. Note that this occurs only if the "ok to invest" flag is 1." #&c4 Q?????mInfrastructure_Effect_on_Prod5Negative_Measurement+Negative_Process_Design+Negative_Technical_Upgrades+Immed_Positive_Measurement+Immed_Positive_Process_Design+Immed_Positive_Technical_Upgrades+Training_&_Prod_Effect:_Neg+Immed_Training_Effect:_Pos+Delayed_Effect:Process+Delayed_Effect:_Training+Delayed_Effect:_Tech+Delayed_Effect:_Measu{szroEGK\  u  {    s  z  r  o  E  G  K    !In this converter we sum up all the effects of infrastructure investments which will then be used in the "misc. effects" sector to adjust productivity. " #cS????? nInvestment_in_Training0l !This slider allows the user to invest in a training program. Set it to a percentage which indicates what part of your staff will participate in this initiative. For example, setting it to 0.5 means 50% of your staff will be involved. Thus, 50% will not be involved in project activities for the next couple weeks and once they are back, this 50% will have a lower productivity due to their additional activities. Eventually, this investment should cause an increase in productivity."P X#cLR ?????oImmed_Training_Effect:_PosMsmth1(Increase_Training*(Initial_Productivity_DSI+Neg_Training_Constant),10)lFqm$ l F q     !This formula brings the productivity back up after a couple weeks to a slightly lower rate (since the people who have been away will be involved in non-project activities when they return)." #cV@@?@@@@@@@@???@?pPositive_Training_Const7G !This is the long-term positive effect of the infrastructure investment. After a delay, this in the increase in DSI per day that we should see as a result of this infrastructure investment. " #cZ?a????qNeg_Training_Constant-3o !bThis is the short-term negative effect on productivity for this infrastructure investment. For example, a value of -4 means that when the staff returns from its learning sessions, the productivity for those staff members will be 4 DSI less per day because they will be involved in other non-project activities (activities related to what they learned)." #c-[?????rTraining_&_Prod_Effect:_Neg.-(Increase_Training*Initial_Productivity_DSI)lFm l F  !This formula cuts the productivity by the user's percentage representing the fact that X% of the staff have gone off to learn something new." #cP_ ?????sImmed_Positive_Process_DesignQsmth1(Increase_Process*(Initial_Productivity_DSI+Process_Effect_Const:_Neg), 10)#Ftm$ # F t     !This formula brings the productivity back up after a couple weeks to a slightly lower rate (since the people who have been away will be involved in non-project activities when they return)." #cb?a????tProcess_Effect_Const:_Neg-1s !bThis is the short-term negative effect on productivity for this infrastructure investment. For example, a value of -4 means that when the staff returns from its learning sessions, the productivity for those staff members will be 4 DSI less per day because they will be involved in other non-project activities (activities related to what they learned)." #c,c?????uNegative_Process_Design--(Increase_Process*Initial_Productivity_DSI)#Fm # F  !This formula cuts the productivity by the user's percentage representing the fact that X% of the staff have gone off to learn something new." #f!j????vIncrease_in_Tech"Technical_Investment*ok_to_Investw Kbfz{"  w   !This flow controls the technical upgrades investment. We accumulate how many (and how much) investments have been made in the associated stock. Note that this occurs only if the "ok to invest" flag is 1." #ck????? wTechnical_Investment0v !This slider allows the user to invest in a technical upgrade of hardware or software. Set it to a percentage which indicates what part of your staff will participate in this initiative. For example, setting it to 0.5 means 50% of your staff will be involved. Thus, 50% will not be involved in project activities for the next couple weeks and once they are back, this 50% will have a lower productivity due to their additional activities. Eventually, this investment should cause an increase in productivity." X#cm@"@"?@"@"@"@"@"@"@"@"???@"?xTech_Effect_Const:_Pos9K !This is the long-term positive effect of the infrastructure investment. After a delay, this in the increase in DSI per day that we should see as a result of this infrastructure investment. " #cn?a????yTech_Effect_Const:_Neg-4z !bThis is the short-term negative effect on productivity for this infrastructure investment. For example, a value of -4 means that when the staff returns from its learning sessions, the productivity for those staff members will be 4 DSI less per day because they will be involved in other non-project activities (activities related to what they learned)." #c!Lo ?????z"Immed_Positive_Technical_UpgradesMsmth1(Increase_in_Tech*(Initial_Productivity_DSI+Tech_Effect_Const:_Neg),10)vFym$ v F y     !This formula brings the productivity back up after a couple weeks to a slightly lower rate (since the people who have been away will be involved in non-project activities when they return)." #c,p?????{Negative_Technical_Upgrades--(Increase_in_Tech*Initial_Productivity_DSI)vFm v F  !This formula cuts the productivity by the user's percentage representing the fact that X% of the staff have gone off to learn something new." #f&x????|Increase_in_Measurement'Investment_in_Measurement*ok_to_Invest}g   }   !This flow controls the measurement investment. We accumulate how many (and how much) investments have been made in the associated stock. Note that this occurs only if the "ok to invest" flag is 1." #cy????? }Investment_in_Measurement0| !This slider allows the user to invest in a measurement program. Set it to a percentage which indicates what part of your staff will participate in this initiative. For example, setting it to 0.5 means 50% of your staff will be involved. Thus, 50% will not be involved in project activities for the next couple weeks and once they are back, this 50% will have a lower productivity due to their additional activities. Eventually, this investment should cause an increase in productivity." X#c{@@?@@@@@@@@???@?~Meas_Effect_Const:_Pos3 !This is the long-term positive effect of the infrastructure investment. After a delay, this in the increase in DSI per day that we should see as a result of this infrastructure investment. " #c|?a????Meas_Effect_Const:_Neg-1 !bThis is the short-term negative effect on productivity for this infrastructure investment. For example, a value of -4 means that when the staff returns from its learning sessions, the productivity for those staff members will be 4 DSI less per day because they will be involved in other non-project activities (activities related to what they learned)." #cS} ?????Immed_Positive_MeasurementTsmth1(Increase_in_Measurement*(Initial_Productivity_DSI+Meas_Effect_Const:_Neg),10)|Fm$ | F      !This formula brings the productivity back up after a couple weeks to a slightly lower rate (since the people who have been away will be involved in non-project activities when they return)." #c3~?????Negative_Measurement4-(Increase_in_Measurement*Initial_Productivity_DSI)|Fm | F  !This formula cuts the productivity by the user's percentage representing the fact that X% of the staff have gone off to learn something new." #cA?F????Total_InfrastructureBMonitoring_&_Measuring+Process_Design+Technical_Upgrades+Training "!e    "  !  !GThis is the sum of all infrastructure investments that have been made." #c @^@^?@^@^@^@^@^@^@^@^???@^? Sample_Time120 e x!This converter holds the day on which audits of legacy systems are done. The default value for this is every 120 days, meaning that every 120 days an audit is done and the results affect the value of "Correct and Reliable Systems"." #c ???????????d????? SP_Factor.05e   ? !eThis is a constant that controls the effect on schedule pressure on "Correct and Reliable Systems"." #c  ?ə?S????HR_Effect_on_SystemsPro_Quit_Rate?eX?*6C-?:6C-?C*0U2b?J6C-?PbM?S*0U2b?V?Z6C.?]}H˔?`bMX?ə?XbM?\(?r ě? =p ?Q?333333?Q?Q?zG{ ?!TThis graph captures the effect of pros quitting on "Correct and Reliable Systems"." #c zG{??zGz?zGz?zG{zG{?zGzc&?zGz?zGz?zGz?zGz????zGz?System_Effect_on_CSSystems_Inflowd X?zG{?zG{?Q?zG{??Q?Q?zG{? =p ?əXzG{?zG{?zG{?Q? =p ?Q?333333?QR?θQ?333333 d!Customer satisfaction is affected by reliable, correct systems. The more that flows into that stock ("Systems inflow") the more satisfied are the customers. The less that flows, the less satisfied they are." #s?????Total_Infrastructure_Effects0 !" #br ????Accumulate_Effectssif Adjustment_to_Infrastructure_Delays < 100 then Infrastructure_Effect_on_Prod else -Total_Infrastructure_Effectsm(  d    m    !" #c@-@-?@-@-@-@-@-@-@-@--???@-?Errors_per_KDSI14.5   @- !.The default for this is 14.5 errors per KDSI." #c  @/TA?On*}??@/CۆuPb{@#w3F?0Qţ@/TA?On*}??Q;[?Q;[????R4Vx??Q;[ Rework_DSI((Tested_DSI/1000)*Errors_per_KDSI*Avg_DSI_per_Module)+Schedule_Pressure_Rework_Effect+((Project_Complexity_Rework_Graph)*Accept_Project?) LMN 4      L  M  N    !The number of DSI to be reworked is based on a value of "Errors per KDSI" which are found by the testers. First we determine how many errors are in the "tested DSI" and then we multiply this by "Avg DSI per Module" since we don't just send back the DSI, we send back the module it is in. This value will be adjusted upwards if there is a lot of schedule pressure, and if a complex new project comes in." #cu ?????Delayed_Effect:_Measvsmth1(delay(Increase_in_Measurement*Meas_Effect_Const:_Pos,Measurement_Delay*Adjustment_to_Infrastructure_Delays),15)|~@m4 | ~  @        !After a delay, we should see some positive effects from the infrastructure investment. This will not occur only in the case where there is a great deal of schedule pressure (captured in Adjustment_to_Infrastructure_Delays)." #c# @Y@Y????@Y?@Y?@Y@Yr?????@Y$Adjustment_to_Infrastructure_DelaysSchedule_Pressure1 EGKX??ə?333333?ٙ??333333?ffffff?陙??X????@@Y@Y@Y@Y@Y@Y 1!sIf schedule pressure is low, then infrastructure investments are allowed to have a positive effect on productivity in a timely fashion. If schedule pressure starts getting high, the positive effect is delayed accordingly. If the schedule pressure gets too high (over 0.5) the positive effects are never seen (i.e., the personnel have forgotten what they have learned)." #c[?????Sum_of_Invests\Investment_in_Measurement+Investment_in_Process+Investment_in_Training+Technical_Investment}jnw } j  n  w  !We sum up the investments made by the user to make sure they do not exceed 100%. If they do, we do not allow the investments to be made. A message appears if they exceed 100% press message button below). " #n?  ,$l?,Your total investment must not exceed 100%.%&c 9 ????? ok_to_Invest:if Sum_of_Invests = 0 or Sum_of_Invests > 1 then 0 else 1#lv|4           !If the sum of the investments made by the user are less than 100% we set this flag which allows the investments to be made and the effects to be calculated." #c?@???? 5Project_Business_Value0  !With this slider, the user can adjust the business value for a new project. Leaving it at 0 will cause the randomly generated value to be used (this is the one displayed)." X#c U @?@@@@d???? BV_To_UseVif Project_Business_Value = 0 then Business_Value_Storage else Project_Business_Value^7$     ^   !eIf the user set their own business value, we use that. Otherwise we use the randomly generated one." #c?@???? 5Project_Complexity0 !With this slider, the user can adjust the complexity value for a new project. Leaving it at 0 will cause the randomly generated value to be used (this is the one displayed)."} X#cI @?@@@@l????5@Complexity_to_UseJif Project_Complexity = 0 then Complexity_Storage else Project_ComplexityW 5N$     W   !mIf the user has entered their own complexity value, we use that. If not, we use the randomly generated one." #c 7 @@?@L@@@j@jl????5 Size_To_Use8if Project_Size = 0 then Size_Storage else Project_SizeX0O$     X   !mIf the user has entered their own size for a new project, we use this instead of the randomly generated one." #c ?@Lr???? 5 Project_Size0 !sWhen a new project is assigned, you have the option of modifying the size of the project by adjusting this slider."j X#g??????Development and Testing!" #g??????The Enterprise!" #g??????Infrastructure Development!" #g??????Human Resources!" #g ?????? Misc Effects!" #g5??????Project Generation!" #g ?????? Modify Environmental Parameters!" #s@;rz???@=O,8?@;rz?@;rz@;rz?????Cumulative_Productivity1 !" #f8@z@??@z@@z@???@z@Productivity_Rate9((Dev_Productivity+Test_Productivity)/2)*ManDays_Average        !" #c$?Q*T7???;þ?Q*T7?Q*T7?Q*T7????Efficiency_Rating%Finished_DSI/Cumulative_Productivity     !" #c#@ @7??@/@@ @7@Ӟ:x@Ӟ:x???@?ManDays_AveragePros+.5*Rookies  + ?    !" #  "?   "'aN*D*J "R()*+,TT xlAln n -&2l" X.Return to Control Panel/0 X' PK K."#()Development and Testing*+0 X'N-D-[ %c()*+,lAln n -&2l" X.To Run Button & Output Display/0 X' t@1Y8a()*Output+0 X' t@ (()*(Click on the graph below to see detail:+0 X' Dk@t?()*Infrastructure Graph+ 0 X'Na0Da0 Y(()*+,flAtln n -&2l" X.Run/0 X' PSSK@()Infrastructure Development*+0 X' D4 @~"F()* Graph 2+ 0 X'N9DD9Df  1<n()*+,lAln n -&2l" X.Return to Control Panel/0 X'NnDn  f()*+,lA*l n n -&2l" X. To View Sectors & Relationships/0 X' t@ ()*View Control Panel History+0 X'N D   ()*+,plA~ln n -&2l" X.Overall Project Controls/0 X'NDQ  Y()*+,kAkn n -&2lL" X.Testing, Hires & Investment/0 X' Cx `LO({hh)*+0 X' PLXLX/P@()The Enterprise*+0 X' D5@% E()* Table 2+ 0 X' D@()* Table 1+ 0 X' P>>s6w()Human Resources*+0 X' D @v()* Graph 1+ 0 X' P OoWwlw"() Misc Effects*+0 X'N(iD(iR  aZ()*+,ԱkAkn n -&2l " X.Return to Full Control Panel/0 X' t2@2 a*()*a------------------------------------------------------------------------------------------------+0 X'N<D< 4()*+,(kA6kn n -&" .Reset/0 X' C fHm.?<&( ..)*+0 X'Z_@r()*+1hh @?Et]?Et]?g?/23&" "  X'N[D[ Sy()*+,kAkn n -&2l" X.Return to Control Panel/0 X'Z^"@U()*+1@F@V@R.@P?g?/23&" "  X'Z]@v()*+1@F@V@R.@M.?g?/23&" "  X'ND ()*+,kA$kn n -&2l" X.Go to table of DSI Output/0 X' DJw@=gh()* Table 3+ 0 X'NLDLL DT()*+,jkAxkn n -&2l" X.Return to Primary Output/0 X'ND  ()*+,kAkn n -&,kX" T.Watch Code Being Processed/0 X'W6k@6kr !(Xr()*+1?g?/23&" " 0 X' C| LH"d8 "( ll00)*+0 X' C9 #`a()*+0 X'''''''''''''''''''''' P}5}/9u7 l#()Project Generation*+0 X'''''''''''''''''''''''''''''''''''''''''''''''''JJj..j5q()*+1@@g?/23&" " 0 X'' C&9 l';?emo789(/)*+0 X''''''''''' C wtwy( )*+0 X''''''Jh}q()*+1@g?/23&" " 0 X''''''''''''''''''''''''' C a ( )*+0 X''JVkgLpnA}()*+1??ٙ?ٙ(g'?/'23&" " 0 X''JuA()*+1?g;?/;23&" " 0 X''''''''''''''''''''''''''''''''''''''' C  13f-v( n)*+0 X'''''''''''''''''''''''''''''''''''''''''''' Df0,()*Human Resources Graph+ &0 X''J~s()*+1@r@N@>gH?/H23&" " 0 X'J}()*+1@@egI?/I23&" " 0 X''''''''''''''''''''''''''''''''''' Db9()*Productivity Graph+ 00 X''J|!()*+1@gY?/Y23&" " 0 X''''' DGi:Ee()*Enterprise Graph+ @0 X'''''''''''''''''''''''''''''''''''''' C  -A-H@?;(7)*+0 X''''''''''''' t   "M()*Infrastructure Levers +0 X'''JiLoP@()*+1?gn?/n23&" " 0 X''''''''''''''''''''''''JUih@|()*+1?gj?/j23&" " 0 X'''''''''''''''''''''''''''''Ji |()*+1?gw?/w23&" " 0 X'Ji ()*+1?g}?/}23&" " 0 X'' C(:9 e?f( ^7^)*+0 X'''''''''''''''''''''''''''''''' Cl ?T(\\)*+0 X''''''''''''''''''' Cs f( xxn)*+0 X'''''''''''''''''''''''''''''''''''''''''''''''''''''''''' P () Modify Environmental Parameters*+0 X'''''''''''''''''''''''''''''''''''Ji ()*+1@g?/23&" " 0 X''''''''' t'!.()*Project Control Panel+0 Xdrmd4plwh& D4plwh&4plwh& n X(-#    g#' g8- 8-SnH!%[v()Development and Testing*In this sector, we track the DSI that are first assigned (or backlogged), then coded, integrated, tested and finished (or reworked).+0 T' s@k()*+0 T' fYO\O( )*(s$s+0 T' g^;^; A3()The Enterprise*In this sector, we define how the decisions the user makes during the course of a simulation affect the enterprise as a whole. We track three factors here: customer satisfaction, reliable and correct systems, and knowledge and experience of IS staff.+0 T' a6(-:;;1?()*+0 T' cp)()*+0 T' gkXkXNP#()Infrastructure Development*+0 T' d^@ Ug()*+0 T' sF* | ()*+0 T' dN_F  EW()*+0 T' f :L(2)*(uu+0 T' s b()*+0 T' aZ``` [U()*+0 T' sB ~()*+0 T' fx@Qxw(f)*(f+0 T' a!.@ r()*+0 T' g},},-:}e`$5B()Human Resources*In this sector, we define all the logic having to do with our work force. We have a set number of Rookies and Pros; the rookies slowly become pros and the pros gradually quit. Here is also where to define how many do testing and how many do development.+0 T' fOR(Z)*(zz+0 T' anO@ dv()*+0 T' gY Y-uQ() Misc Effects*uIn this sector, we define productivity, schedule pressure, quit and assimilation rates (human resources) and rework.+0 T' c@"()*+0 T' aQU2FUU22FF()*+0 T' c[ 3$()*+0 T' st()*+0 T' a@ ()*+0 T' f0  QOO(  )*(+0 T' sMCS()*+0 T' dR{()*+0 T' s 0()*+0 T' s^~,Q>Yo()*+0 T' sT Qi4eK()*+0 T' f z()*(+0 T' f8 p z e-!(])*( R+0 T' de uired_pa!|\n()*+0 T' a$JM"=@"9()*+0 T' c@#t9jl()*+0 T' aU'D**$AAh[()*+0 T' d&p%~()*+0 T' fI&Vx6 %AD()*(&&+0 T' s,P@' =SBj()*+0 T' s.sij( ^?R9()*+0 T' cRb)j()*+0 T' f?0*O'^g9(//_)*(yyZ+0 T' d,,er+#5()*+0 T' f?mm,O']+(//)*(yy+0 T' f>-O&].(..)*(xx+0 T' d.-.%7()*+0 T' cF /wY()*+0 T' d110(:()*+0 T' b_ [1O"}0sk8(9)*(mm3+0 T' d`73de2W.i@()*+0 T' bhT 3OP2zqmY(X?Xj)*( 5+0 T' s!Q4$()*+0 T' g292l-B5t5()Project Generation*This sector controls the generation of new projects. Here we have random number generators which define the size, business value and complexity of new projects that are assigned. We also have the logic for displaying this data and the new project message.+0 T' s"Di6>()*+0 T' dHA07()*+0 T' s8h8()*+0 T' aH(#|@99l()*+0 T' dV;:M_()*+0 T' bn;O>_ :(^)*(OO+0 T' cWi ><JtC=()*+0 T' aL<   =LQL()*+0 T' c / / NTD>h/?()*+0 T' at3l># ##?t3?t3()*+0 T' D@ (()* HR Table+ 0 T' c$A}HJCV()*+0 T' a8'U```B3e()*+0 T' a TAC  ()*+0 T' c%DcHIFv()*+0 T' c &E/JKNu()*+0 T' cDFL()*+0 T' c'GIK()*+0 T' aAD[H[[()*+0 T' aGDI()*+0 T' aAEJ()*+0 T' aGEK()*+0 T' aF r8 NNL((()*+0 T' s*0PM~F"()*+0 T' cE LNuO()*+0 T' a`NC8CCO88`_`()*+0 T' f"&6POb()*(~~+0 T' c(JQRST()*+0 T' a(QM@MMR@@3()*+0 T' ai'QRRRSi#i()*+0 T' cQTEC()*+0 T' cf)UYTBV$()*+0 T' aqUAVl()*+0 T' cSx*WF<q ()*+0 T' cH+X ;Mf+()*+0 T' aI/3Qt qQQttYIoDVI()*+0 T' c,Z  \!,()*+0 T' cm-[O\()*+0 T' ay[5Z\yty()*+0 T' c.@X]k5()*+0 T' s/^~()*+0 T' fz0_OKM a`(V)*(u-un+0 T' a #_G5AA`::^w()*+0 T' ae~'#_zkvva`u()*+0 T' a Pb()*+0 T' a5ucuu  ()*+0 T' c ?NHmd789()*+0 T' aleK eeeKK]()*+0 T' c efy m()*+0 T' s<1gZM()*+0 T' d?:ih61HC()*+0 T' bNX 2iO6l)hn<7(>B>n)*(+0 T' a'#@j6()*+0 T' a|1S eFFkX()*+0 T' c#@ lw()*+0 T' afl3Hk HHkkmfM()*+0 T' ai` ``nP~T()*+0 T' apl| o()*+0 T' c  p=o()*+0 T' aH|3{ q{{HmMH()*+0 T' c3rAst()*+0 T' a]r1.  ..sSdS()*+0 T' a5vwr    t5:5()*+0 T' cw"E ujFy()*+0 T' c@D e vdt()*+0 T' alw@ w}()*+0 T' c4x}0yz()*+0 T' a{uwx8g (88ggy{]{()*+0 T' ax3/ q//ziZ()*+0 T' D, i{e()*Effects: Schedule Pressure+ 0 T' c5d| kq9o()*+0 T'NIDIsN }A{V()*+,vkAkn n -&2l" X.Return to Primary Output/0 T' c(6L~F$()*+0 T' c c@()*+0 T' a~1/ k--yd0y()*+0 T' ag~32 22g*]mg()*+0 T' c ()*+0 T' c0li #,M()*+0 T' a/`~) ))/`$4e/`()*+0 T' cn7an()*+0 T' Dl vv3J()*Effects: Rework+ L0 T' s^j_|()*+0 T' c8t ()*+0 T' a}"Do DDoo}j?}()*+0 T' aOlqU qqUUOUqsO()*+0 T' a}icR bccRR}M^}()*+0 T' s04 U()*+0 T' a us%A()*+0 T' sM's()*+0 T' a"9*ules}};>()*+0 T' s0C()*+0 T' aFq,0qq,,FQF()*+0 T' cO":BmS()*+0 T' DX Ku()* Work Table+ 0 T' c[9* Ny ()*+0 T' af kk >Ha>H()*+0 T'ND. $6()*+, Ajn n -&.Run/0 T' aI IIBY()*+0 T'' a4-,>??4?e4()*+0 T'' a ()*+0 T' cR 44pe ()*+0 T' a,()*+0 T' sU=4f()*+0 T' s.N|!()*+0 T' c e()*+0 T' dTYKP]b()*+0 T' bbz>!OJB (RaR)*(+0 T' aB>0 00Bj\B()*+0 T' cCD@v ()*+0 T' D .R()*Effects: Human Resource+ 0 T' axZR'\''xLex()*+0 T' s?u()*+0 T' cA3-=()*+0 T' c<D ()*+0 T' ano&;&&;;Uh()*+0 T' c@l()*+0 T' cABf6GH`4^()*+0 T' ai n/_M()*+0 T' a;c cch()*+0 T' ctgj()*+0 T' s] <n()*+0 T' aV-Blue_EffeBB=[()*+0 T' c* vUvO()*+0 T' a4;d dd4/i4()*+0 T' ak,idP nddPPk,K_p1k,()*+0 T' a8ggi;N ;;NN8gMG}8g()*+0 T' af ffa()*+0 T' a3qj qqjj3e.v3()*+0 T' aJQ8 kkQQ88J+m[J()*+0 T' cDH()*+0 T' a ;z zz u ()*+0 T' sgfv>()*+0 T' a;~W @T~~WWk;()*+0 T' az;6Q @= 0 66QQzcz()*+0 T' c,]()*+0 T' gxp xp(o[h0() Modify Environmental Parameters*oIn this sector, the user can modify the various parameters of the model to better suit the user's environment.+0 T' a!_f!&!()*+0 T'' Dd}  WR()*Effects: Productivity+ 0 T' cF[/t()*+0 T' a1A RRW()*+0 T' ay12o k\()*+0 T' a cg % ()*+0 T' ayb_&of&&ooyty()*+0 T' aUf3IJ IIJJUf;L`Uf()*+0 T' a6c"1( ))3ae3a()*+0 T' sn xNs()*+0 T' an"3Hh &HHhhncsMn()*+0 T' cH^()*+0 T' cE!  ()*+0 T' cuH0-VnE ()*+0 T' as5[olroosjxs()*+0 T' cI % ()*+0 T' a5[xxxs()*+0 T' cRJ Ep2()*+0 T' a5W4:~T()*+0 T' c = ()*+0 T' cd0LW[()*+0 T' cPsHn?< CRm()*+0 T' aK()*+0 T' cT KGr4()*+0 T' saHAg0()*+0 T' cM`P$Y()*+0 T' aw< w[w()*+0 T' a&&& ()*+0 T' c\Ne()*+0 T' cEN/-R8b,A()*+0 T' a Q'g'' , ()*+0 T' cm3()*+0 T' aFF@E EEF@~KF()*+0 T' aR]#^]]##X(()*+0 T' a|P PP|d|()*+0 T' a lp pp * ()*+0 T''''''' a x,;;; xs@ x()*+0 T' a["""7U()*+0 T''''' c ()*+0 T' cO 4c()*+0 T' cVIkt()*+0 T' al> 4()*+0 T' c ]()*+0 T' alP PPU()*+0 T' c h()*+0 T' al| |()*+0 T' aly yyt()*+0 T' c O= ]()*+0 T' sIH v)*Zf()*+0 T' cR .v()*+0 T' ap,~ 8~~p,k1p,()*+0 T' cm8P`] ()*+0 T' aZ="QL QQLL Z=S=jOZ=()*+0 T' a1K yYY@]()*+0 T' c i2[()*+0 T' ay3Zs ZZssynU~y()*+0 T' sQ ()*+0 T' dh5_q()*+0 T' fROh*r(p)*(X+0 T' fSO ,  ()*(+0 T' d5"()*+0 T' a0 5ppp0 z&0 ()*+0 T' a5- ()*+0 T' cTYi  8  ()*+0 T' a5 BYi  BB()*+0 T' a15 ... 11()*+0 T' c3UYo* y^()*+0 T' cVO()*+0 T' aNX5 =el==NI8N()*+0 T' a]5()*+0 T' a*Z5 @J@@JJ*-*()*+0 T' a}Z5^^^}}()*+0 T'''' c8+aV 'dfC()*+0 T' c ;g H/'#()*+0 T' cmYF9()*+0 T' awi/o AdAX//oowHWw()*+0 T'' sW2- G?q*()*+0 T' dB&5v)vx9K()*+0 T' sXq %()*+0 T' d:51C()*+0 T' fZb()*+0 T' a:.51CCC35H()*+0 T' as,50_.__4..s@Fqs()*+0 T' cG]5vvK5:ze 6()*+0 T' aG550lDllDD6G?LqG()*+0 T' a dli HmԩHn7 TV ()*+0 T' adl1V lrII8[()*+0 T' a,dl|_ 9__,,()*+0 T' cwj :T;()*+0 T' a::@B<p lr<<;pp:}:()*+0 T' d= <()*+0 T' fd= <( )*(||+0 T' fYe>Vx)< ?(1)*( n+0 T' d>/NJ?()*+0 T'' aP& APKP()*+0 T' cbB5D;()*+0 T' cu ;Chf()*+0 T' aB& D()*+0 T' D 44:E()*Enterprise Data+ 0 T' cFwO F9Sc()*+0 T' cpc m PG8()*+0 T' f#tupNVH7J`d()*(+0 T' cjIiJ()*+0 T' aIH_$Ё q*__J$$()*+0 T' ckf6GH`KI()*+0 T''' dON()*+0 T' flOc1NTU\F()*(+0 T'' c/m&PQQ"mLX^fgqr()*+0 T' c$QoCLRAXU()*+0 T' cnSd%T()*+0 T' aSOg% of equaggT%%()*+0 T' a$ORol/2.HooUll$3J$()*+0 T' cpkkVa ()*+0 T' c2G the funW%OQ ]ae()*+0 T' aRQHpRtHHXU.()*+0 T' D22Yrf()*Infrastructure Effects+ \0 T' ciqg0/-Tp>Z9()*+0 T' cS/r[Fph\^()*+0 T' a O[C/ ?<pQ\CC Y( ()*+0 T' a"W---]"2"()*+0 T' aS;[Q1/ N411^S;,6XS;()*+0 T' csk_ `f()*+0 T' aH_`()*+0 T' aVW)))a.()*+0 T' cmtpbw4()*+0 T' cucGdg()*+0 T' aVHccs)ResumccdVV()*+0 T' a9DW#e##9D!.J9D()*+0 T' a7_Qgggf7)7()*+0 T' a/cQ%d'%%gdd/,/()*+0 T'' djrrci()*+0 T' fvjilsu:()*(+0 T' cwfkikkgl()*+0 T' akjnl()*+0 T' ceEx QPmX|R ()*+0 T' ciyn7 ()*+0 T' c\zHABAЁroqsv()*+0 T' c{pJru()*+0 T' ahoQ444qh/ch()*+0 T' atHpQrtH6tH()*+0 T' ajovsY()*+0 T' ct|v()*+0 T' ajp{v{{u()*+0 T' atohhhvc()*+0 T' dVxjjkwM_()*+0 T' fc|vskxVxK"9wz(SS)*())+0 T' c}pym.z()*+0 T' ayxZ<ZZz_()*+0 T' c0{~{#GM()*+0 T' c6=@h|)_S()*+0 T' cI:pX}<f(()*+0 T' c~r!()*+0 T' abx}JvJJbEgb()*+0 T' ap}PPPpKup()*+0 T' a`x~i0vii00`d`()*+0 T' au~}}}upu()*+0 T' a_}QJJJ_4H_()*+0 T' a~~Q   ~5~()*+0 T''' a]CGR<- RR<<--]|s]()*+0 T'' adG& Ddid()*+0 T' cUj Har()*+0 T' cx %L()*+0 T' cOH %B]l()*+0 T' cV& 7Is$()*+0 T' c=f0Z ()*+0 T' af@U3 :xUU33f.Pf()*+0 T' as=Q 7QQsBs()*+0 T' c|gH()*+0 T' a}@z ?r/zz}u}()*+0 T' aS=ng 7nnggSS()*+0 T' ch L7()*+0 T' a6w@ HnHn6wK6w()*+0 T' aM= MM()*+0 T' ci!"()*+0 T' a<g= ?r/gg==<N<()*+0 T' a=uB uuBB()*+0 T' sFgTO` S &sW()*+0 T' sЁJ@o$()*+0 T' s\4><m()*+0 T' s6>s()*+0 T' s0()*+0 T' cHh TJh PO;?e ()*+0 T' a1@K .?<p KK1b@1()*+0 T' a(@rB rrBB(#mG(()*+0 T' aZ@sL ssLLZGn_Z()*+0 T' a@pQ ppQQLk()*+0 T' a>yMh yyMMhh=Df()*+0 T' c/N :v()*+0 T' aAy>.w HG..wwAy`Ay()*+0 T' a>F FFEL()*+0 T'' c3@kk&)PW()*+0 T' a_>z zz_;4X_()*+0 T' sT3e()*+0 T' cnsat()*+0 T' a2 {22Ql()*+0 T' a>c ccnX()*+0 T' c= b()*+0 T' c ()*+0 T' a j()*+0 T' a U()*+0 T' cS ̨ Jf1u()*+0 T' aP ; v;;P6UP()*+0 T' a / //4()*+0 T' c e()*+0 T' au D DDu?zu()*+0 T' cQ -()*+0 T' cQ V-Vs2()*+0 T' a1j @4uFQ]]e()*+0 T'' a3^o z^^oojY()*+0 T' skkg ()*+0 T' d{()*+0 T' b|>{()*(e+0 T' aQ)c%8))cc3()*+0 T' si()*+0 T' a3Kp KKppkP()*+0 T' sA!n}n!RZ()*+0 T' a201W sKK  2,+7\2,()*+0 T' sa Iy()*+0 T' c9()*+0 T' ao,# ##o,j1o,()*+0 T' az' zz''S$r()*+0 T' aM"* 2**M%RM()*+0 T' ahWQ%e%%h%4h()*+0 T' atp()*+0 T' cK= ()*+0 T' cj ()*+0 T' a ]]]   ()*+0 T' a ()*+0 T' ap?mp?kDp?()*+0 T' aQ8883()*+0 T' a|}"r""rr/H()*+0 T' c: ()*+0 T' cx()*+0 T' a]{6E66EE].]()*+0 T' a()*+0 T' a___()*+0 T' aQj jj  3()*+0 T' a-g -~2-()*+0 T' cyp()*+0 T' aa33}3333}}aa()*+0 T' ao )o o ()*+0 T' ck{!()*+0 T' a``e`()*+0 T' c@3]()*+0 T' a/  / ?/()*+0 T' cJ=^g()*+0 T' aW''')I()*+0 T' a~CCC~C~()*+0 T' aW WW ()*+0 T' c ()*+0 T' a cy c c()*+0 T' a+k+}+()*+0 T' axR+RR++f|()*+0 T' cS`()*+0 T' c(IX()*+0 T' aJJJ ()*+0 T' a5`v``vv55()*+0 T' ci ()*+0 T' aJiiiJ|J()*+0 T' c+/()*+0 T' a jZZZ  ()*+0 T' cK>h()*+0 T' aDODID()*+0 T' cj()*+0 T' avHQgQQggvv()*+0 T'' tzz r()*Human Resources+0 T' s'()*+0 T' s (!()*+0 T' c&N()*+0 T' ct ()*+0 T' c{C()*+0 T' cj ()*+0 T' t"{"{7 s@%()*Development and Testing+0 T' cTGqL()*+0 T' c()*+0 T' sa^@r()*+0 T' c)T()*+0 T' cp()*+0 T' c{()*+0 T' t w()*Infrastructure Effects+0 T' cbx ()*+0 T' c3K m()*+0 T' c)| ()*+0 T' c%ZB()*+0 T' c#4V @f()*+0 T' c# }@()*+0 T' cZn Mw()*+0 T' cY2m Lvd()*+0 T' cX Kuu()*+0 T' c|()*+0 T' c1{e()*+0 T' cm()*+0 T' c ()*+0 T' c( UF()*+0 T' c`Sr}()*+0 T' aNl@ @@NXN()*+0 T' aBl) ))B/{YB()*+0 T' ack kkc^pc()*+0 T' cSFq p()*+0 T'' a51L11MMDW()*+0 T' a5\\\W()*+0 T' c9 b?()*+0 T' c'  7A c()*+0 T' cA4_()*+0 T' a5KIIE%()*+0 T' a5###(()*+0 T' cn T`()*+0 T'' t "()*The Enterprise+0 Tdrmd4plwh&4+663qWr@v_r_rWrq2,k@q/ 5bb.qqg $q??<9dB{`c+ Human Resources Table/6( 7"g/!7g/!7g/!7g/!7g/!7g(/(!7g)/)!7g$/$!7g&/&!7g%/%!8 "@ T +'։qfr" {:rHrfrq,k{q# 5"q@xqgq??<2dB{`c+ Effects: Schedule Pressure/67g1/1!7g6/6!7g7/7!7g8/8!7g2/2!7gO/O!7g/!8 "{ T +q rrr rq,kq/ 5qq g q??<QdB{`c+  Work Table/6 7g0/0!7g///!7g/!7g/!7g/!7g/!7g/!7g/!7g/!7g / !8 " T ++nqnr4r4rnrqX,kq' 5&q<qgJq??<HdB{`c+ Effects: Human Resources/6 7g / !7g=/=!7g/!7gO/O!7g2/2!7gA/A!7g?/?!7g/!8 " T +/:qb%rY`6rn6rb%rq,kq+ 5*qfqg q??<2dB{`c+ Effects: Productivity/6r$ 7g/!7g/!7g/!7g/!7g2/2!7g6/6!7g3/3!7g4/4!7g5/5!8 " T +fqnrܭrrnrq2lq 9ZZq`qnq?@B{`?@+ &Human Resources : ;Bg@ @D/;g@ @D/" X +"qrrrrq2lq 9q\q q?@B{`?@+ 0 Productivity:J;g@++@Q/;g@++@Q/;g1@[@/1;g?+jf/;g @@[/" X +qNdrRar`arNdrq2lq 9qqq?@B{`?@+ @Enterprise Data:;g@K@/;ga@K@/a;g@K@/" X +qR.r 8r.8rR.rq ,kq 5q2qg@q??<2dB{`:c+ LRework/67gN/N!7gM/M!7g/!7g/!8 " T +GqqNr1]r]rbqqź2lq 9fqqq?@B{`?@+  Untitled:;g?@[/;gH@N@[/H;gI @@[/I;g;@[/;" X +'q"mr0r>r"mrq82lq# 9qqq?@B{`?@+ Infrastructure Graph:J;g"@[/";g @[/ ;g! @[/!;g@[/;g @[/9q*q?@B{`?@+  Untitled:" X ++Zquruarrbqqƚ2lq' 5&qF~qq??<<dB{`c+ Team Management/6 7g/!7g;/;!7g'/'!7g / !7g"/"!7g/!7g!/!!7g/!8 " X +&q~r'rrbqq2lq 5qƨqq??<<dB{`c+ Untitled Table/6D7g/!7g/!8 " X +zqr99W r*rbqq^2lq 5q Bq Pq??<<dB{`c+  DSI Output/67g///!7g/!7g/!7g/!7g/!8 " X %<  ʏgqNqqbqq2q  Tq&q      drmd P = Tqjq  =    drmd   Tqq       drmd ATqqfq >q8T?bb<9tqq&qBq4qF L(@AV99B^BBWBBaBQB/BBBB BBBBBXB"BBB!BBCBLBBHBYB:BFB}BjBnBJB@BB~BqBpBBtBkBBBBDB;B BBBIB<BwByBxB'BBBBC A D/"! XD/'" XD/;" XD/H" XD/I" XD/Y" XD/j"h XD/n"P XD/w" XD/}" XD/" XD/"} XD/"j X Ex2FGHArialHArialH""ArialEI(& J @QJ@QK l *+ Kl + Kl + Kl #+ Kl + LKl + \Kl + KR8l$+ K/+ Kl + @Kh + KT#+ KQ"+ K + 0K*+ Ktc4+ Kl + &