CHALMS simulates housing and land market interactions between housing consumers, developers, and farmers in a growing ex-urban area.

ABSAM model is an agent-based search and matching model of the local labor market. There are four types of agents in the economy, which cooperate in the artificial world, where behavioral rules were extracted from the labor market search theory.

We provide an agent-based model of collective action, informed by Granovetter (1978) and its replication model by Siegel (2009). We use the model to examine the role of ICTs in collective action under different cultural and political contexts.

An agent-based model which explores Creativity and Urban Development

A model to show the effects of flood risk on a housing market; the role of flood protection for risk reduction; the working of the existing public-private flood insurance partnership in the UK, and the proposed scheme ‘Flood Re’.

The aim of the model is to define when researcher’s assumptions of dependence or independence of cases in multiple case study research affect the results — hence, the understanding of these cases.

This model simulates the heterogeneity of preferences in a PG game and how the interaction between them affects the dynamics of voluntary contributions. Model is based on the results of a human-based experiment.

The purpose of the OMOLAND-CA is to investigate the adaptive capacity of rural households in the South Omo zone of Ethiopia with respect to variation in climate, socioeconomic factors, and land-use at the local level.

The intention of this model is to create an universal basis on how to model change in value prioritizations within social simulation. This model illustrates the designing of heterogeneous populations within agent-based social simulations by equipping agents with Dynamic Value-based Cognitive Architectures (DVCA-model). The DVCA-model uses the psychological theories on values by Schwartz (2012) and character traits by McCrae and Costa (2008) to create an unique trait- and value prioritization system for each individual. Furthermore, the DVCA-model simulates the impact of both social persuasion and life-events (e.g. information, experience) on the value systems of individuals by introducing the innovative concept of perception thermometers. Perception thermometers, controlled by the character traits, operate as buffers between the internal value prioritizations of agents and their external interactions. By introducing the concept of perception thermometers, the DVCA-model allows to study the dynamics of individual value prioritizations under a variety of internal and external perturbations over extensive time periods. Possible applications are the use of the DVCA-model within artificial sociality, opinion dynamics, social learning modelling, behavior selection algorithms and social-economic modelling.

The model aims to illustrate how Earned Value Management (EVM) provides an approach to measure a project’s performance by comparing its actual progress against the planned one, allowing it to evaluate trends to formulate forecasts. The instance performs a project execution and calculates the EVM performance indexes according to a Performance Measurement Baseline (PMB), which integrates the description of the work to do (scope), the deadlines for its execution (schedule), and the calculation of its costs and the resources required for its implementation (cost).

Specifically, we are addressing the following questions: How does the risk of execution delay or advance impact cost and schedule performance? How do the players’ number or individual work capacity impact cost and schedule estimations to finish? Regardless of why workers cause delays or produce overruns in their assignments, does EVM assess delivery performance and help make objective decisions?

To consider our model realistic enough for its purpose, we use the following patterns: The model addresses classic problems of Project Management (PM). It plays the typical task board where workers are assigned to complete a task backlog in project performance. Workers could delay or advance in the task execution, and we calculate the performance using the PMI-recommended Earned Value.