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Cesim Business Management Simulation Games Overview
All Cesim business management simulation games are built on a powerful, stable and highly
scalable online platform which enables to run the courses from one centralized interface.
The simulation games allows the customers to illuminate easily their Business Concepts with
Risk Free Team Exercises.
Which product is right for you?
a selection of products...
9
International Business and
Strategy Simulation
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International Business and Strategy Simulation
PARTICIPANT TASK
The task for the teams is to manage a global company through technological and market evolution.
Participants will develop and execute strategies for their simulated company operating in the USA, Asia, and
Europe.
KEY LEARNING AREAS
Technology-based product road maps and global market and production strategies. A range of concepts from
various management-related disciplines: economic, political, financial, human resources, accounting,
procurement, production, logistics, research and innovation, and marketing.
KEY SUCCESS FACTORS
Success is measured and compared by both operational and financial key indicators, including market share,
net profit, return on capital, return on equity, earnings per share, capacity utilization rate and production
scrap rate. The ultimate indicator in the simulation is the return to the shareholders, which consolidates all
the key success factors into one measurable criterion that can be used to compare the performance of each
team.
EXPECTED OUTCOME
Better understanding of the complexity of global business operations in a dynamic competitive environment.
Comprehension of each of the management-related disciplines both individually and collectively. Good sense
of the interaction between the different parts of the business and the financial implications of the various
strategic and operational decisions. Invaluable experiences in teamwork and problem solving.
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International Business and Strategy Simulation
360° Company Management
GLOBAL CHALLENGE; helps to understand the target
group how to manage a company which operates in a
worldwide dimension. It offers the opportunity to
experience the way that different departments within a
company have to work in harmony.
MAIN LEARNING OBJECTIVES
• Link between strategy and measurement
Selected financial indicators and their behavior during strategy implementation
• Big picture
How do different parts work to make a whole?
• Team-work and coordination between departments in virtual environment
Virtual collaboration, task & time management
• Financial reports and their interpretation
Income statement, balance sheet, cash-flow statement
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Overall Vision
LOGISTIC AND PRODUCTION PLANNING
Market demand estimation, market share related to competitors. Setting production quantity and production
displacement in the different plants). Logistic priority assignment and outsourcing.
MARKETING & SALES
Marketing mix decisions:
pricing, promotion, and product-design for each market.
R&D
Making or Buying strategy: investing to improve product features and
technology in trade-off, with outsourcing.
FINANCE
Issue debt or equity and/or make share buybacks, determine your
dividend policy, manage your capital structure, deal with international
finance issues as exchange rate fluctuations, interest rates, taxation.
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Main Focus Areas
TAKING INITIATIVE
Thinking Outside the Box: generating innovative ideas and lead the change
Taking action: from idea to implementation
Making improvements: monitoring developments, analyzing outcomes
and planning for future changes
Perseverance and Persistence: fighting against the difficulties and continuity
DEALING WIH DIFFICULTIES
Main steps: evaluation of each situation for the unique situation,
collecting the facts before taking action, developing a plan,
dealing with the behavior, trying to draw out the reasons behind the behavior.
TEAM WORKING
Acting together with stakeholders without boundaries.
Analytical capabilities, together with the awareness on the importance of
integration , communication and cooperation among different disciplines.
Understanding and awareness towards one’s own responsibilities, in order to
work in team exploiting both individual and team capabilities
Developing the attention towards planning and control aspects.
14
General Business
Management Simulation
15
General Business Management Simulation
PARTICIPANT TASK
The task for the teams is to manage the sales and operations of an international pharmaceutical company.
Key success factors include accurate forecasting and planning, analytical approach to decision-making and
good teamwork.
KEY LEARNING AREAS
The simulation integrates a range of concepts from various management related disciplines, including
marketing, production, logistics, and financial decision-making. In addition, it links the organization to the
wider context of business world and stakeholders.
KEY SUCCESS FACTORS
Success is measured and compared by both operational and financial key indicators, including market share,
net profit, return on capital, return on equity, earnings per share, capacity utilization rate and production
scrap rate. The ultimate indicator in the simulation is the return to the shareholders, which consolidates all
the key success factors into one measurable criterion that can be used to compare the performance of each
team.
EXPECTED OUTCOME
As a result of playing Cesim SimFirm the participants will improve their understanding of operating a
company from a general management perspective and develop market - and value-driven approach to
decision-making. They will improve their capability to interpret and forecast market situations and financial
results and translate them into goal-oriented decisions.
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General Business Management Simulation
Cesim SimFirm is a product based business management
simulation that integrates the functional areas of
production, marketing, and logistics. It is an entry level online simulation designed to develop understanding on how
decisions in different functions of a company attribute to
overall success in a competitive, international business
environment. It increases the participants awareness of
operating a company from a general management
perspective.
MAIN LEARNING OBJECTIVES
• Link between strategy and measurement
Selected financial indicators and their behavior during strategy implementation
• Big picture
How do different parts work to make a whole?
• Team-work and coordination between departments in virtual environment
Virtual collaboration, task & time management
• Financial reports and their interpretation
Income statement, balance sheet, cash-flow statement
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Overall Vision
SALES & MARKETING DECISIONS
Is the area focused on product pricing, marketing, customer relationship management, quality control and
special pricing for bulk customers, in different geographies.
PRODUCT DISTRIBUTION
The area where the distribution of products are organized in
a strategic manner taking into consideration costs and
demand in different market areas.
PRODUCTION DECISIONS
Is the area that consist of the integrity of decisions related to
plant and machine capacity depending on the production level,
staff and raw material procurement decisions as required and
improvement of production efficiency.
FINANCE
Is the area related to stock repurchases to reduce the cost of
borrowing, making dividend payments and ensuring the
exchange of long-term debt based on the needs.
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Small Service Business
Management Simulation
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Small Service Business Management Simulation
PARTICIPANT TASK
The starting task for the teams is to get familiar with their
business through practice round and refine the business idea for
their business accordingly. During the rounds the teams manage
the future of their companies by decisions on human resources,
investments, service quality, pricing, marketing, and revenue
management through sales channels. They operate in competitive
markets with seasonal variations in demand and economic
conditions. They can also be faced with strategic decisions, such
as expanding their operations to a new market area.
KEY LEARNING AREAS
Management of the overall operating,
market, and financial performance, with
human resources management, capacity
management, investments, service quality,
pricing, and marketing as the key decision
making areas.
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Small Service Business Management Simulation
KEY SUCCESS FACTORS
In order to succeed the teams must develop and implement a consistent business plan that addresses the
seasonal variations in demand and utilizes the principles of revenue management effectively. In addition,
skillful and well-planned human resources management is highly important. Success is measured by both
operational and financial key indicators, including capacity utilization rates, customer and employee
satisfaction, market shares, profit per employee, net profit, return on capital, and earnings per share. The
ultimate indicator in the simulation is the return to shareholders, which consolidates all the key success
factors into one measurable criterion that can be used to compare the performance between teams.
EXPECTED OUTCOME
To help the participants to develop a holistic view of
business operations including marketing, sales,
human
resources,
capacity
management,
investments, and service quality. To develop the
understanding and command of business
fundamentals, market-driven decision making
practices and financial implications of the various
operational and marketing decisions. In addition,
participants will gain invaluable experience in
teamwork and problem solving.
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Small Service Business Management Simulation
Cesim OnService is a service based business simulation
that integrates the functional areas of HR management,
capacity management, pricing and marketing - and focues
on entrepreneurship, services management, business
fundamentals, SME management.
MAIN LEARNING OBJECTIVES
• Link between strategy and measurement
Selected financial indicators and their behavior during strategy implementation
• Big picture
How do different parts work to make a whole?
• Team-work and coordination between departments in virtual environment
Virtual collaboration, task & time management
• Financial reports and their interpretation
Income statement, balance sheet, cash-flow statement
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Overall Vision
SALES DECISIONS
This area consists of retail sales that occures during the current period and wholesale based on sales realized
one or two periods in advance.
OPERATIONS
Facilities: Decision regarding the facilities that influence the
capacity and overall service quality.
Personnel: Skillful management of personnel resources that
is a prerequisite for success in simulation game. The goal is
to achieve efficiency and flexibility at the same time.
Cost Efficiency: Both of operating costs and administrative
costs that can be influenced by cost saving efforts.
PERSONNEL COMPETENCE AND QUALITY
Are factors that influence the attractiveness of services.
FINANCE
Is the area related to the exchange of long-term debt based on
the needs, credit terms and divident payments.
23
Bank Management
Simulation
24
Bank Management Simulation
PARTICIPANT TASK
The task for the participating teams is to manage a bank with several front and back office operations in a
single geographical market. In the role of a bank manager, the teams will be responsible for consumer and
business clients, lending and borrowing, front office and back office, and customers with deposits,
mortgages and other credit products and investments. They’ll have personnel to manage, IT systems to
maintain and develop, risk metrics to keep in check, regulators to report to and capital markets to raise
financing from, provided that they are pleased with the way the bank is managed.
KEY LEARNING AREAS
Pricing of credit and deposit products. Balancing risks and the growth of the balance sheet. The division of
bank funding sources into core deposits and managed liabilities. Understanding the bank income statement
and balance sheet. The interaction between central bank and commercial banks. Bank specific solvency and
liquidity measures and regulation according to international standards. Bank specific terminology and results
presentation including many unique financial ratios. Uniqueness of money as the bank’s core product.
Profitability of different customer segments and products. Understanding basic banking products and
services and how they relate to each other.
KEY SUCCESS FACTORS
Success is measured and benchmarked by both operational and financial key indicators including assets
under management, deposit and credit product growth, bank image, risk metrics, credit rating, net interest
margin, cost / income ratio, credit impairments, net profit margin, return on assets, return on equity etc. The
ultimate indicator in the simulation is the total shareholder return p.a., which consolidates all the key success
factors into one measurable criterion that can be used to compare the performance of each team.
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Overall Vision
The goal of the Cesim Bank Simulation is to facilitate understanding of the
front and back office operations of a bank, and their interaction in a
competitive environment, and to help cultivate holistic and fact-based
management culture, develop analytical skills, and create awareness about
the current banking operating environment.
Benefits:
• Complete and holistic view into the operations of a full-scale bank in a
dynamic competitive environment
• Bank specifics: income statement, balance sheet, ratios, regulations, central bank
• Core stakeholder management: customers, personnel, government, shareholders
• Value drivers: financial performance, customer appreciation and loyalty, personnel loyalty, compliance to
regulations, brand image
• Risk management thinking: maturities, collateral, interest rate gaps, risk-weighted assets, classification of
risks, controls, reporting, balance between risks and growth
• Growth opportunities: identification, utilization of scarce resources, segmentation, upselling and crossselling
• Unparalleled teamwork simulation and problem solving exercise
• The simulation can be delivered in wide range of content configurations and allows for far reaching lowlevel customization to target optimal learning outcomes
• The Cesim Banking Simulation is a robust platform for further development and tailoring for a wide range of
training programs and goals
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Overall Vision
CUSTOMER SEGMENTS (Corporate, SME, Retail)
• Decision-making areas include:
• Retail banking: mortgage and consumer loans, demand and fixed term
deposits, service fees
• SME banking: deposits, lending terms, competitive positioning
• Corporate banking: advisory services
INVESTMENT SERVICES & PRODUCTS
Investment Services: three customer segments, marketing
communications, portfolio management, securities brokerage.
Investment products: investment funds, partnerships,
structured products
PERSONNEL
number of personnel, compensation policies, training, HR
development
SYSTEMS & PROCESSES
Maintenance, development of products, services and processes.
RISK MANAGEMENT
Internal policies, external reporting, interest rate risk.
TREASURY
credit and equity markets, solvency regulation, central bank, minimum reserves, treasury investments.
27
Telecom Operator
Management Simulation
28
Telecom Operator Management Simulation
PARTICIPANT TASK
Pricing, promotion, channel management, entertainment service strategy, human resources, network
infrastructure development, and finance are among the decision areas that the participants must consider. In
addition, the teams will make decisions about various different events that influence the success of their
companies for the whole duration of the simulation.
KEY LEARNING AREAS
Cesim Connect helps the participants to comprehend the relationships between the different telecom
operator functions and develops their telecom-related business acumen. The simulation improves the
participants' decision-making skills familiarizing them with the whole decision-making environment for a
telecommunications operator; including mobile, fixed broadband, entertainment, and IT services, channel
management, network infrastructure development, and finance.
KEY SUCCESS FACTORS
The teams success is measured by their ability to generate shareholder returns. The returns are dependent on
how the teams are able to run the operations, how well they manage to maneuver the company through
changes in the external environment and competitive forces, and how successful they are in their decisions
regarding capital structure and profit redistribution.
EXPECTED OUTCOME
Participants develop capabilities in formulating, implementing, and adapting business strategies in a dynamic
competitive environment. In addition, they will enhance their fact-based decision-making skills and improve
their financial knowledge through linking operational decisions to cash flows and bottom line performance.
The simulation exercise also gives practical experiences in team-work and problem solving and excites
competitive spirits in a dynamically evolving marketplace.
29
Telecom Operator Management Simulation
The computer-based simulation consists of the management
of a complex telecommunication enterprise, different offers
for different segments of customers (residential, corporate,
major customers) in different geographical areas and its
various functions (sales and marketing, operations, network
infrastructure development and finance) within a dynamic
and constantly evolving context.
MAIN LEARNING OBJECTIVES
Cesim Connect helps the participants to comprehend the relationships between the different telecom
operator functions and develops their telecom-related business acumen.
The simulation improves the participants decision-making skills familiarizing them with the whole decisionmaking environment for a telecommunication operator; including mobile, fixed broadband, entertainment
and IT services, channel management, network infrastructure development, and finance.
During the rounds the participants must plan how they prepare for shifting consumer preferences and new
network technologies, they experience how variations in competitive intensity influences their profitability,
and how they should nurture shareholder returns even with zero or negative growth.
30
Overall Vision
Clients
Detailed simulation of various services offered to the different customer segments. There are
essentially two types of offers: the first one depends on the type of tariff; such as flat tariff and
variable tariff that are based on actual usage. The second one depends on the customer.
Furthermore; it is possible another differentiation among new customers or existing ones.
Channel management
Consists of five different sales channels, where the participants
decide through which channels implement new sales/win-backs.
Customer Service
There are two different lines of personnel. The first one provides
customer care for residentials and the second one for companies.
Obviously; HR choices impact on the quality of offered service.
Network
Capabilities of planning and evaluation of ROI (return on investment) on coverage capacity that
are related to disconnection rate (defined as acceptable for the company goals).
Finance
Managing capital structure related to the company strategy, in order to create a structure that
better fits not only investment decisions but also commercial offers.
31
Energy Company
Business Simulation
32
Energy Company Business Simulation
PARTICIPANT TASK
The task for the teams is to manage the sales, production, risk
management, and finance functions of a power utility. Teams
make decisions regarding pricing, marketing, plant
investments and divestments, capacity utilization and
operational
improvements,
renewable
energy,
risk
management policy, funding, and profit redistribution.
KEY LEARNING AREAS
Cesim SimPower familiarizes participants with the whole decision-making environment for a power utility;
including electricity sales, procurement, renewable energy investments, sustainable development policies,
risk-management, financials, and their relationship with each other.
During the rounds the participants experience how variations in the electricity spot price impact their
profitability, how they should take those price variations into account when pricing to their own customers,
what types of power plants to use under different conditions, what kind of risk-management policies they
should apply, how different regulatory aspects influence the company’s operations, and how the changing
customer preferences and shifts in demand should be taken into account
33
Energy Company Business Simulation
KEY SUCCESS FACTORS
The success of the teams is measured by their ability to generate sustainable shareholder returns. The returns
are dependent on how the teams are able to incorporate the impact of regulatory policies in their investment
decisions, how they address the preferences of different customer segments, and how successful they are in
their risk management and financial decisions.
EXPECTED OUTCOME
Participants develop capabilities in formulating,
implementing, and adapting business strategies in a
dynamic competitive environment. In addition, they will
enhance their fact-based decision-making skills and
improve their financial knowledge through linking
operational decisions to cash flows and bottom line
performance. The simulation exercise also gives practical
experiences in team-work and problem solving and excites
competitive spirits in a dynamically evolving marketplace.
34
Energy Company Business Simulation
Cesim SimPower is a browser-based power utility management simulation game that combines the
dynamics of power markets, production, and risk management. It also includes decisions and policies
regarding sustainable development.
Teams manage a power utility that has its own production with coal-fired, gas-fired, and eolic power plants
and a solid customer base consisting of both industrial and residential customers. The company uses
forward contracts for hedging against market price fluctuations and it operates in markets where
greenhouse gas regulations and carbon emissions trading take place.
MAIN FOCUSES
Energy industry, strategic management, risk
management, regulation, power utilities,
commodities.
BENEFITS
The simulation helps the comprehension of a complex business,
surfing on different macro-scenarios and managing the main
drivers to build a long-term strategy.
35
Overall Vision
SALES
Offering different market segment (pricing, marketing and distribution investment). Profitability analysis on
different market segments. The area consists of Large Scale Industry, Other Segments (households, electric
heating, new segment and small-scale industry) and District Heat.
PROCUREMENT
Making or Buying strategies management in a changing
macroeconomic environment. Fixed and Variables costs related
to production plant investment ,and environmental emissions
rights. In this area participants make decisions and estimations
related to Own Production, Carbon Emission Trade, Purchased,
Electricity Market and Eolic (wind power)
FINANCE
Managing Capital structure to support production investments. Strategic
decisions impact on financial forecast analysis.
RISK MANAGEMENT
Is the area related to price volatility of the energy stock exchange through
the “buy-and-sell” of the derivative contracts and allows the participants
to trade electricity forwards.
36
Marketing Management
Simulation
37
Overall Vision
SALES AND MARKETING (two geographic areas with 4 segments of customers)
Develop the analytical skills of purchasing patterns and preferences of different customer segments, for
management of various marketing levers (prices, investments in marketing and distribution channels) and the
monitoring of product profitability, channel and market segments.
PRODUCTS
Develop attention to positioning, life cycle and product profitability,
optimizing the trade-off cost-effective, decisions (leader / follower) and the
management of new strategic product development as a strategic lever.
SERVICE MANAGEMENT
Develop sensitivity analysis of consumers with regard to the levers of
the service, analysis and management of investments in service as a
competitive positioning.
FINANCE
Spread the economic – financial terminology, understand the implications of the various estimates and
reports on major decisions have to balance business.
38
Marketing Management Simulation
PARTICIPANT TASK
A significant part of the decision making challenge is to actively manage the product portfolio by matching
both qualitative and quantitative features of products with the selected target segments’ preferences.
Moreover, pricing, promotion and channel selection need to be set based on the segments’ preferences. In
addition, teams manage the after sales and research and development decisions.
KEY LEARNING AREAS
The simulation covers marketing topics including product life cycle management, segmentation, positioning,
distribution channel investments, advertising budget allocation, after sales services, pricing, sales forecasting,
marketing research, competitor analysis, research and development, and profitability.
KEY SUCCESS FACTORS
The essence of Cesim SimBrand simulation is to mirror a fast developing smartphone market that is driven by
short product life cycles and innovation; where constant attention to core competences, timely product
development, segmentation, positioning, and marketing communications are the keys to success.
EXPECTED OUTCOME
As an outcome of the simulation exercise, participants will fully comprehend the different parts of the
marketing decision making process, their relationship with each other, and their impact on the company’s
overall results. In addition, participants will gain invaluable experience in teamwork and problem solving.
39
Marketing Management Simulation
The essence of the Cesim SimBrand simulation is to mirror a
fast developing, technology-based product market that is
driven by short product life cycles and innovation; where
constant attention to product development, good timing
and successful positioning are the keys to success .
MAIN LEARNING OBJECTIVES
The simulation SIMBRAND enables to:
• Understanding the whole marketing decision-making process with particular
emphasis on profitability
• To cover marketing topics including segmentation, positioning, delivery channel
investments, marketing budget allocation, customer care services and pricing
40
Hotel and Restaurant
Management Simulation
41
Hotel and Restaurant Management Simulation
KEY LEARNING AREAS
Hotel management related functions; revenue management, sales promotion, menu engineering,
housekeeping, staff management and procurement. Big picture understanding of the linkages between
different functions and their impact on the bottom line.
KEY SUCCESS FACTORS
Teams’ success is measured with a number of different financial ratios, including operating profit, net profit,
return on assets, and cash flows. Within the hotel operations, revenue management and customer
satisfaction are key. Success factors for the Restaurant side include menu engineering, staff management and
overall customer experience. In addition, the simulation contains all relevant industry specific ratios including
(but not limited to) ADR, GOPPAR, RevPAR, occupancy-%, revenue per customer and customers per
restaurant seat.
EXPECTED OUTCOME
The simulation develops the participants’ capabilities in identifying, analyzing, and acting on the key
operational & environmental variables that influence hotel and restaurant operations. Furthermore, the
simulation enhances fact-based analytical decision making and illuminates the financial implications of
operational decisions by linking the decisions to cash flows and bottom line performance. Finally, this
dynamic, evolving hospitality business simulation excites competitive spirits among participants and allows
them to gain practical experience in teamwork and problem solving.
42
Overall Vision
Cesim Hospitality is an interactive and fun learning environment
that improves the students' business competencies and employability.
The participants run their hotel and restaurant operations in
competition with other teams. They can try and practice with
different scenarios as well as analyze the outcomes of their
decisions and projections. For each round, the simulation
generates a range of detailed reports that help the teams to
analyze and benchmark their performance against their
competitors.
Financial results are reported according to the Uniform System of Accounts for Restaurants
and for the Lodging Industry.
43
Overall Vision
DESK
This funtion covers managing the reception and the sales office including decisions focused on front desk
management, desk staff level, room rates and promotions.
RESTAURANT
Is operationally divided to the kitchen and the dining room sides. The decisions are related to the restaurant
staff level, dish selection by raw material, pricing and sales estimation, beverages and seating set up.
HOUSEKEEPING
The housekeeping function handles cleaning and tidying of rooms and
other facilities such as laundry, garden and plant watering etc. The
decisions are related to overall housekeeping target level, type of firm
used, priority decisions and head focus.
MAINTENANCE
The maintenance function keeps the facilities in working order and
focused on making repairs of all sorts and directs renovation projects.
HR
Human Resources area is related to staff training, staff compensation,
target staff size and capability level and policy selection decisions.
PROCUREMENT
Is related to the purchasing decisions of raw-materials and consumables.
44
Project Management
Simulation
45
Project Management Simulation
PARTICIPANT TASK
Each participant in a Cesim Project simulation exercise has an active role as part of a project team. The project
team together is tasked with completing a large sub-project and the entire project organization must
successfully complete multiple possibly interlocking projects each colored by some unique problem spots.
The success of the teams vitally depends on the project members’ ability to communicate appropriate action
plans within the newly formed project team. Specifically the project teams and members must decide upon
formation of project teams based on unique skill sets and task requirements, determination of appropriate
budgets, prioritization of project tasks, use of overtime hours, preparation for unexpected changes,
outsourcing of tasks, and potential changes in project team composition.
KEY LEARNING AREAS
Cesim Project was designed from ground up on the philosophy that
communication between the people is the essence of all project
management. While project management at large covers a
multitude of functional disciplines many of which are part of the
simulation, the key learning area is the need to disseminate
information appropriately within the project team and the larger
organization, taking into full consideration the unique needs of the
real project team in place. No two Cesim Project courses will ever
be the same as each new session will bring about new people with their unique interpersonal skills and
communicative tendencies.
46
Project Management Simulation
KEY SUCCESS FACTORS
Success is measured in a mixture of collaborative and competitive elements. Project teams in charge of their
respective sub-projects within the larger project organization seek to complete their tasks with the best
quality, least time and cost and within budgetary constraints. However, the project teams should not neglect
the collective goal of the entire organization that on its part can be measured against results from other
project courses.
EXPECTED OUTCOME
Better understanding of the critical element of communication in project work. Increased understanding of
the interplay of collaborative and competitive elements in an environment that puts interpersonal skills at
test. Insights into systematic measurement of project goals and key metrics like time, cost, budget overruns
etc. Newly found appreciation of differences of opinion and variance in teamwork skills, and for people
management.
47
Project Management Simulation
Cesim Project management simulation game has been designed
to capture the essence of project management in an environment
of collaborative and competitive elements.
MAIN LEARNING OBJECTIVES
• Understanding the logics behind the management of a project in
line with the Project Management approach
• Understanding the Project life cycle, such as the principal steps to
follow own other during the project’s life and the its critical path
• Improving skills related to the Control and Planning of a project
(Time/Costs/Quality)
• Understanding the importance of Risk Management
• Understanding the financial/economic aspects related to a project
MAIN FOCUSES
Project management, teamwork and leadership, effective collaboration and communication.
48
Overall Vision
Roles
There are 3 distinct roles in the game in addition to the team structure:
• Project owner
• Project managers
• Project members.
Decision Making
Access to decision areas has been restricted based on
team roles. A team member sees the Progress, Tasks,
Skills, Sub-projects and Parameters pages. The project
owner sees an additional Owner page. A project manager
sees all pages, except the owner page.
Goal of the Simulation
The goal of the simulation is to complete the project as economically as possible. The result can
be evaluated based on total expenses, hours used to complete the project, the overall project
quality or by the number of rounds used to complete the project. In addition to completing the
total project, team managers should continuously strive to improve the efficiency with which
their own sub-project is progressing, based on the same criteria
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