Rockwell Automation Arena Contact Center Edition Users Guide - Manual (Page 19)

2 • I NTRODUCTION TO S IMULATION
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9. Final Experimental Design. Designing an experiment that will yield the desired
information and determining how each of the test runs specified in the experimental
design is to be executed.
10. Experimentation. Executing the simulation to generate the desired data and to
perform a sensitivity analysis.
11. Analysis and Interpretation. Drawing inferences from the data generated by the
simulation.
12. Implementation and Documentation. Putting the results to use, recording the
findings, and documenting the model and its use.
Problem definition and project planning
It should be obvious that before you can solve a problem you must know what the
problem is. (This is sometimes easier said than done.) Experience indicates that beginning
a simulation project properly may well make the difference between success and failure.
Simulation studies are initiated because a decision maker or group of decision makers face
a problem and need a solution. Often the project is initiated by someone who can’t
necessarily make the final decision, but who is responsible for making recommendations.
In such a case, the results of the study may have to serve two purposes simultaneously:
helping the sponsor to formulate the recommendations; and justifying, supporting, and
helping to sell those recommendations.
We begin our analysis by collecting enough information and data to provide an adequate
understanding of both the problem and the system to be studied. A typical project begins
with the description of the situation to be modeled in a general and imprecise way, in
terms such as service levels, agent utilization, abandonment rates, or other key system
performance measures. We must view the problem description as a set of symptoms
requiring diagnosis. We begin, therefore, by diagnosing the symptoms; then we define the
problem; and, finally, we formulate a model.
To make that diagnosis, we must become thoroughly familiar with all relevant aspects of
the organization’s operations, including influential forces (or factors) outside the
organization and the subjective and objective aspects of the problem. Minimally, we
should perform the following steps.
1. Identify the primary decision maker(s) and the decision-making process relative to the
system being studied.
2. Determine the relevant objectives of each of those responsible for some aspect of the
decision.
3. Identify other participants in the final decision (especially those likely to oppose
changes in the system) and determine their objectives and vested interests.