Center for Integrated Facility Engineering – Stanford University CEE 214 query#3 Due: Oct. 12th before class Each Team (group of 2) must submit one query online on Coursework. Feel free to share thoughts with other teams Write your own answers as a team. Use graphical illustrations to answer or support your responses when appropriate. This week during the lab session, you created a SimVision model for a project, which should correspond to the content of the POP sheet of your POP model. In addition to a baseline, create an alternative case directly from the baseline, i.e., modify the baseline to create alternative case #1, which should correspond to the content of the POPV2 sheet of your POP model. Do not change any of the probabilities (Noise, Func Error, etc) from your baseline to your alternative case. Manage your time carefully; decide how much time you want to allocate to modeling and analysis, to reading and to the query before starting the model and doing analyses. Even though it can be fun, it is very easy to spend hours on SimVision!!! 1. (1 pt) Show the POP model that you have created with your teammate. Before modifying your model based on the SimVision results, add annotations to show two organization-process relationships implicit in your POP model; identify names of your predicted behaviors. Answer the questions below, using your SimVision model and its predictions 2. (2 pt) Using a snapshot of your SimVision Organization - Process model a. Annotate the relationships between two organization and two process elements represented in your POP model b. Add the predicted values from SV as predicted values of corresponding behaviors in the POPV2 model. c. Annotate the MACDADI spider diagram (on the Analysis tab) to indicate some of the original POP behaviors that SimVision did not predict and some that it did predict. Use simple annotation to explain why your two predicted behavioral values have the values they do. 3. (1 pt) Explain your alternative scenario case. Show the Gant charts, work breakdown charts and position backlog charts that compare the baseline model and your alternative case. Annotate the differences and explain the reason for each case in two sentences. 4. (1 pt) Using the “Executive Dashboard” in SV, show a snapshot of the program performance and risk measures chart comparing your baseline with youralternative case. Annotate the differences in the cases and the business meaning of those differences. 5. (1 pt) Summarize your findings concerning the following issues for your SimVision organization-process model: a. Descriptive: Describe one explicit aspect in your organization design and another of your process design. b. Evaluative: explain any way in which your design meets (or does not meet) a functional objective of your model. c. Predictive: based on your SV simulation results, predict the value of a behavior related to the organization and another related to the process of your project that you think might be interesting to the owner. 6. (2 pt) Open “Toy Town” model: File > Open > tutorials > ToyTown.vpm. Change the values for “Noise Prob” and “Project Error Prob” to 0.1, change the value for “Functional Error Prob” to 0.05 and change the value for “Info Exchange Prob” to 0.02. Set “Team Experience” and “Centralization” to High. Run the simulation and save the results. Now change “Team Experience” and “Centralization” both to Low while keeping all the other attributes and settings the same; run the simulation again and save the results. Repeat this step 2 more times, setting “Team Experience” to high and “Centralization” to low and vice-versa. Compare the results (Gant chart, work breakdown, risk, backlogs, etc) and report your findings in the table below. Use concepts that were discussed during the lecture and the material that was introduced in the readings. Explain any correlation you find or do not find between the predicted behaviors of cases with these different team attributes. High Team Experience Low Team Experience High Centralization Low Centralization 7. (1 pt) Based on the readings, why even large companies fail to create an accurate schedule for their process? What factors do organizations overlook, when they come up with a more aggressive schedule? State and explain two of the benefits of modeling the organization.8. (1 pt) We encourage use of VDC models and analyses “early” and “often.” Explain how you suggest using SimVision-like organization-process models and analyses over the conceptual, schematic, detailed design and construction phases of a project to build your iRoom in the central Stanford