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Group Opinion on Using the Simulation: The simulation was a learning experience for our group in terms of understanding project management concepts and implementing them in a practical setting. It gave us hands-on experience making decisions, managing restrictions, and observing the impact of those decisions on project outcomes. Overall, we feel the simulation was a useful tool for improving our project management abilities.

2. What strategies did you try that influence the three constraints of project management - Scope, Resources, and Schedule?

Scope: The scope we used was staying at the level that the management required. We knew we had to stay within this scope to complete the tasks asked of us. Our team had to stay at a certain size to stay under the budget that the management requested. Using this information helped us to manage the team in a way that would allow us to succeed.

Resources: The resources we used were trying to outsource some of the tasks we needed to complete. This proved to be a useful tactic unless the team members we hired had high experience. Another resource that we used was the prototype. It helped us to know where we were at for the project, and it showed how much progress was made.

Schedule: One of the scheduling tactics we sought to use was to base adjustments on how the team was feeling. We would adjust outscoring to none and hold meetings more frequently if they had trouble communicating their needs. If the group felt they were doing well, we would give them greater freedom to work remotely and switch to more stand-up sessions.

3. Steps Taken to Improve Team Members' Mood: We found when we made changes, that outscoring impacted how well each team member understood the project. This reduced stress and raised the team's morale generally. We discovered that the greatest way to lift the spirits of the team members was to alter both the frequency of outscoring and the quantity of overtime.

4. Steps that Did Not Improve Team Members' Mood: Some behaviors, such as an excessive workload or unfair expectations, may have had a negative influence on team members' attitudes. Inadequate communication or feedback methods may have damaged team morale as well. One area we tried to focus on the most was the team estimate time to complete the project, as we saw that it impacted on the employee stress levels.

5. Level of Outsourcing and Project Outcomes: We discovered that a moderate degree of outsourcing, properly combining external experience with in-house skills, increased project outcomes. Both complete dependence on outsourcing and partial outsourcing had problems that impacted the project's quality, cost, and timeline.

6. Changes to the Number of Meetings and Project Outcomes: The number of meetings was reduced to find a balance between frequent communication and minimizing needless disturbances, which improved project outcomes positively. Too many meetings may have taken up valuable time, whereas too few meetings may have resulted in misalignment and a lack of coordination.

7. Impact of Overtime on Outcomes: Depending on the circumstances, overtime may be both advantageous and damaging. In several circumstances, employing overtime sparingly helped fulfill deadlines or overcome unanticipated challenges. However, overall team morale and stress levels were more likely to increase, causing more problems to occur.

8. Internal and External Weaknesses for Delphia Printers & Peripherals: The internal weaknesses were the number of employees and how they affected how many tasks could be done while staying under budget. The external weaknesses were figuring out how to use outsourcing and how it affected the budget.

9. Easiest Settings to Monitor and Control: The easiest settings to monitor were the overtime, knowing when to add coaching meetings, and the status review when the team members were confused about the tasks at hand. We figured out how to use these effectively while trying to meet the goals that the management team set.

10. Hardest Settings to Monitor and Control: The weekly budget, stress levels, and comprehension of stand-up meeting effectiveness are the most difficult variables to monitor and manage. When we fired an employee, the stress level would occasionally drop, but the problems would return the next week. We fought to keep our costs low and determine the ideal moments to reduce our spending and vice versa. We also had trouble determining the ideal frequency of the stand-up meetings since we occasionally thought they had no influence and other times thought they had one.