Pitfalls in managing a simulation project

When simulation analyses first became at least somewhat commonplace (as opposed to theoretical and research endeavors often considered esoteric or exploratory), simulation studies were usually not considered “projects” in the usual corporate-management context. When the evolution from “special research investigation” to “analytical project intended to improve corporate profitability” began in the 1970s (both authors' career work in simulation began that decade), corporate managers naturally and sensibly expected to apply the tools and techniques of project management to the guidance and supervision of simulation projects. Intelligent application of these tools is typically a necessary but not a sufficient condition to assure simulation project success. Based on various experiences culled from several decades (sometimes the most valuable lessons come from the least successful projects), we offer advisories on the pitfalls which loom at various places on the typical simulation project path.