Skip to content

← Library

The library

Delivery dynamics & feedback

How does the project change as work happens?

Explore dependency loops, learning, rework, reviews and site occupancy through deliberately small models.

Examples, diagrams and reading sit together here. Dates and limitations belong to each piece; an earlier illustration is not a claim of current practice.

View of the find the delay that moves the finish example

Interactive example

Find the delay that moves the finish

Change durations and watch total float, critical routes and project completion respond.

Open the example →
What to try & what it leaves out

Try. Add one unit to A, reset, then add one to B. One uses float; the other moves completion.

Limits. A deterministic finish-to-start network, without calendars, resources, lags, uncertainty or costs.

Earlier example, repaired and reviewed 2 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
View of the see what a plan rewrite changes example

Interactive example

See what a plan rewrite changes

Try graph rewrites and compare dependencies, resource use, duration and uncertainty.

Open the example →
What to try & what it leaves out

Try. Collapse two serial steps and expand them again. Inspect the resource schedule, then test an explicitly assumed dependency change.

Limits. Illustrative activities and heuristic resource scheduling; a graph rewrite is not proof that real work is safely interchangeable.

Earlier example, repaired and reviewed 2 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
View of the a project review changes the next move example

Interactive example

A project review changes the next move

Walk through a scripted project narrative using prediction error and active-inference language as an analogy.

Open the example →
What to try & what it leaves out

Try. Advance through the reviews and compare the beliefs, progress, recorded decisions and later outcomes.

Limits. Scripted teaching values, not variational or expected free-energy calculations, inferred policies or a validated Active Inference model.

Earlier example, repaired and reviewed 2 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
View of the explore the assumptions behind a delivery date example

Interactive example

Explore the assumptions behind a delivery date

Build a small schedule, sample duration uncertainty and inspect completion percentiles and activity criticality.

Open the example →
What to try & what it leaves out

Try. Change an activity’s range or distribution assumption, rerun the simulation and compare the distribution with the baseline.

Limits. Probabilities describe the supplied model, not calibrated delivery confidence. Inputs and omitted risks still require judgement.

Earlier example, repaired and reviewed 2 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
View of the trace decisions beside overlapping work example

Interactive example

Trace decisions beside overlapping work

Compare task dates and decision response times in an illustrative knowledge-graph project.

Open the example →
What to try & what it leaves out

Try. Select Security review, then select a task bar. Trace the associations across both charts; clear the selection to restore the whole picture.

Limits. Illustrative dates and elapsed decision times. No dated decisions, causal gating rules or dependency network are supplied, so the chart cannot attribute schedule delay or calculate a critical path.

Earlier example, repaired and reviewed 2 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
Time Exchange showing its worked example

Interactive example

Time Exchange

Explore how discrete task-acceleration choices change project duration, additional cost and the critical path.

Open the example →
What to try & what it leaves out

Try. Set a budget, compare the time–cost frontier and inspect the selected schedule alongside the procurement proposal.

Limits. Exact only within the bounded supplied crash menus and precedence model; excludes shared resource constraints and validated incentive payments.

Earlier example, repaired and reviewed 3 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
Six design activities, with a feedback loop linking the load model, frame design and foundation design

Dependencies & process design

Find the feedback groups.

Which activities depend on one another in a loop? Reorder a six-activity matrix to expose the coupled groups while keeping every dependency.

Explore the dependency example →
What to try, assumptions & source

Inputs. Six named activities and editable, binary information dependencies. A mark means that the row activity receives information from the column activity.

Try this. Compare the one-feedback-group and one-way-flow examples. Change a dependency and inspect which activities belong together. The second tab separately illustrates a change of coordinates.

Limits. Dependency groups do not supply a feasible schedule. This example has no durations, resource capacities, coupling strengths or iteration counts; its three rational-matrix examples are not a general solver.

The app explicitly records a revision on 20 September 2026, correcting an earlier comparison from June 2025. This is the app's revision date, not a claim about later use.

Maintained source; original revision recorded · Current model checks and their scope

View of the how changes spread between project interfaces example

Interactive example

How changes spread between project interfaces

Try explicit feedback and spillover rules across five organisational interfaces.

Open the example →
What to try & what it leaves out

Try. Clarify scope, compare local and neighbouring changes, then alter a coupling assumption and undo the intervention.

Limits. Invented coefficients and a simple equal-weight index illustrate assumptions rather than predict organisational performance.

Earlier example, repaired and reviewed 2 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
View of the a software team learns and reworks example

Interactive example

A software team learns and reworks

Explore assumed feedback between delivery, learning, debt, reviews, scope and morale.

Open the example →
What to try & what it leaves out

Try. Advance a week, switch effects off and on, then run and reset. Read the event log alongside the trajectory.

Limits. Invented stochastic rules and coefficients, not calibrated project forecasts. Reset keeps your effect choices.

Earlier example, repaired and reviewed 2 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
Waste-route capacity showing its worked example

Interactive example

Waste-route capacity

Follow material through treatment, assay, storage and transport; compare capacity, outages, rework and queues.

Open the example →
What to try & what it leaves out

Try. Change storage or transport, then compare a seeded run with a stress ensemble and inspect unfinished inventory.

Limits. A fictional fractional-flow experiment with stated timing and accounting rules. It is not a live digital twin or a physical hazard forecast.

Earlier example, repaired and reviewed 3 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
View of the a day on the pool-and-gym site example

Interactive example

A day on the pool-and-gym site

Read and run a downloadable NetLogo model of workers and deliveries over one day.

Open the example →
What to try & what it leaves out

Try. Download the model, load it into NetLogo Web, set worker count, then run setup and go.

Limits. A small occupancy illustration with fixed schedules. It cannot establish safe staffing, site capacity or construction logistics.

Earlier example, repaired and reviewed 2 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
See when feedback settles or grows diagram

Interactive example

See when feedback settles or grows

Step through a three-state signed feedback model and inspect how contributions and eigenvalues explain its behaviour.

Open the example →
What to try & what it leaves out

Try. Change a gain, follow its contribution through a feedback loop, and compare the trajectory with the stability calculation.

Limits. A discrete linear teaching model with supplied gains; it does not simulate nuclear governance, regulatory approval or a calibrated delivery system.

Earlier example, repaired and reviewed 3 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
Trace dependencies across phases and time diagram

Interactive example

Trace dependencies across phases and time

Compare bundled phase and gate relationships with faceted timelines in four supplied programme views.

Open the example →
What to try & what it leaves out

Try. Select a node to follow its incident dependencies, then inspect dated activities and calendar overlaps in the timeline.

Limits. Illustrative relationships and dates. Calendar overlap alone does not prove resource conflict, criticality or delay.

Earlier example, repaired and reviewed 3 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)
What makes concurrent change costly? diagram

Interactive example

What makes concurrent change costly?

Change the assumed cost curve, split the same work between teams, and count the interfaces that remain.

Open the example →
What to try & what it leaves out

Try. Use three areas and three teams; increase the cost per cross-team pair until splitting costs more.

Limits. Invented cost functions and equal-weight areas; no empirical capacity threshold or calibrated organisational model.

Earlier example, repaired and reviewed 3 October 2026. This review checks the stated model and interactions; it does not establish usefulness in practice.

GitHub source (may require access)

Browse the other Library subjects →