This study explores the impact of new work practices on product development in an Engineering Simulator by comparing traditional practices with new ways of working in a compressed product development process. By introducing flexibility, digital tools, and autonomy, the study highlights improvements in individual productivity and innovation. For example, teams employing new work practices developed their first prototypes 30% faster than control groups. However, challenges in communication and team dynamics emerge, underscoring the need for structured support systems. The findings further suggest that while these modern practices foster creativity and efficiency, successful implementation at the organizational level requires balancing autonomy with clear guidelines and effective management. This study provides actionable insights for adapting new work methods to engineering environments.

Simulation games (SG) present a learning environment allowing 'what-if' analysis of solutions and decisions that may not be feasible in reality. Positive effects of SG are affected by the context of use, users, and the game design itself. Aim of our research is to investigate to which extent it is possible to represent interdependencies occurring between activities, methods, tools, and roles in real engineering projects by a SG and which prior knowledge is needed for the intended learning outcomes. Our research uses a SG prototype and interviews with industry experts and graduated students.