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PROJECT
MANAGEMENT(MB0033)
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MBA,SMU,SEM-02,Assignment-02

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5/20/2010

Robin Smith
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 1. Providing adequate resources is key to productivity – Comment. Explain the relevance of
Work Breakdown Structure in determining responsibility area. What do you understand
by Resource Smoothing?
Ans-
Key elements of a Productivity Improvement Program:
1. Obtain Upper Management Support. Without top management support, experience shows a PIP
likely will fail. The Chief Executive Officer should issue a clear, comprehensive policy statement.
The statement should be communicated to everyone in the company. Top management also must
be willing to allocate adequate resources to permit success.
2. Create New Organizational Components. A Steering Committee to oversee the PIP and
Productivity Managers to implement it are essential. The Committee should be staffed by top
departmental executives with the responsibilities of goal setting, guidance, advice, and general
control. The Productivity Managers are responsible for the day-to-day activities of measurement
and analysis. The responsibilities of all organizational components must be clear and well
established.
3. Plan Systematically. Success doesn't just happen. Goals and objectives should be set, problems
targeted and rank ordered, reporting and monitoring requirements developed, and feedback
channels established.
4. Open Communications. Increasing productivity means changing the way things are done. Desired
changes must be communicated. Communication should flow up and down the business
organization. Through publications, meetings, and films, employees must be told what is going on
and how they will benefit.
5. Involve Employees. This is a very broad element encompassing the quality of work life, worker
motivation, training, worker attitudes, job enrichment, quality circles, incentive systems and much
more. Studies show a characteristic of successful, growing businesses is that they develop a
"corporate culture" where employees strongly identify with and are an important part of company
life. This sense of belonging is not easy to engender. Through basic fairness, employee
involvement, and equitable incentives, the corporate culture and productivity both can grow.
6. Measure and Analyze. This is the technical key to success for a PIP. Productivity must be defined,
formulas and worksheets developed, sources of data identified, benchmark studies performed, and
personnel assigned. Measuring productivity can be a highly complex task. The goal, however, is to
keep it as simple as possible without distorting and depreciating the data. Measurement is so
critical to success, a more detailed analysis is helpful.

The Global delivery model (GDM) is adopted by an industry or business such that it has a capability
to plan design, deliver and serve to any customer or client worldwide with speed, Accuracy, Economy
and reliability.

The key features of GDM are:-

a) Standardization: Ingenious design and development of components and features which like to
be accepted by 90% of worldwide customer. Global standard of design focusing on highly
 standardized method and processes of manufacture or development. Adopt block-and-socket
concept with minimum adaptable or connection.
b) Modularization: Product or solution split up into smallest possible individual identifiable
entities, with limited individuals functioning capability but powerful and robust in
combination with other modules.
c) Minimum customization: Minimum changes or modifications to suit individual customers.
d) Maximum micro structuring: splitting of the product modules further into much smaller entity
identifiable more through characteristics rather than application features. Approach through
standardization of these microbial entities even across multiple modules. Application of these
microbial entities to rest within multiple projects or products or even as add-ons suit belated
customer needs.

Resource smoothing is part of the resource levelling process. In itself, resource smoothing is
the process that, not withstanding any constraints imposed during the levelling process,
attempts to determine a resource requirement that is "smooth" and where peaks and troughs
are eliminated. For example, even if 7 units of a given resource are available at any one time,
utilizing 5 of these units each week is preferable to 4 one week, 7 the next, 2 the next and so
on. Even if there is no limit to the amount of any one resource available, it is still desirable
that resource usage is as smooth as possible. Given that the resource requirements of those
activities on the critical path are fixed, some order or priority needs to be established for
selecting which activity and which particular resource associated with this activity should be
given priority in the smoothing process. In determining which activity should be given
priority, a subjective judgment should be made about the type of resource (or resources)
associated with each activity; priority should be given to the activities whose resources are
considered to be most important. Beyond this consideration, activities should be ranked in
order of total work content and total float or slack available for that activity. A useful device
for prioritizing is to consider the ratio of total work content/total float remaining and give
priority to activities with the highest value of this ratio.

1. Explain the concept of concurrency in High Technology Development. What are the
main utilities of an ERP package? What is the significance of reviewing ROI?
Ans-

Always aim one step higher in performance usually; high technology development has a long
gestation period. By the time the product is perfected, it might have become obsolete. This
necessitates that the period be shortened. The other alternative is to make technology development
futuristic i.e. keeps the aim or target one step beyond what is required. Combination of both will yield
better results. Using principles of concurrent engineering, we can start building components as
developed and assembling on ad hoc basis and testing them and making changes taking into
consideration any new requirements. Every effort to make the product
Contemporary will improve the competitive advantage. Build concurrency into every activity
Building concurrency into every activity is essential to reduce the development cycle time and to
counter the technology obsolescence. Many of the tasks that are normally done in a serial fashion can
be done in parallel by synchronizing the flow of information. The practices of the concurrent
engineering where the design of the product and all its associated processes are carried out
simultaneously based on team work and participation. Would not only help in reducing the
development cycle time, but also improves the product functionality with regard to requirements.
Concurrency can be accomplished in many ways both for product development as well as technology
transfer, user evaluation and production.

Integration is Key to ERP Systems

Integration is an exceptionally significant ingredient to ERP systems. The integration between
business processes helps develop communication and information distribution, leading to remarkable
increase in productivity, speed and performance.

The key objective of an ERP system is to integrate information and processes from all functional
divisions of an organization and merge it for effortless access and structured workflow. The
integration is typically accomplished by constructing a single database repository that communicates
with multiple software applications providing different divisions of an organization with various
business statistics and information.

The Ideal ERP System

An ERP system would qualify as the best model for enterprise wide solution architecture, if it chains
all the below organizational processes together with a central database repository and a fused
computing platform.

Manufacturing
Engineering, resource & capacity planning, material planning, workflow management, shop floor
management, quality control, bills of material, manufacturing process, etc.

Financials
Accounts payable, accounts receivable, fixed assets, general ledger, cash management, and billing
(contract/service)

Human Resource
Recruitment, benefits, compensations, training, payroll, time and attendance, labour rules, people
management

Supply Chain Management

Inventory management, supply chain planning, supplier scheduling, claim processing, sales order
administration, procurement planning, transportation and distribution
Projects
Costing, billing, activity management, time and expense
Customer Relationship Management
Sales and marketing, service, commissions, customer contact and after sales support
ERP Systems Improve Productivity, Speed and Performance
Prior to evolution of the ERP model, each department in an enterprise had their own isolated software
application which did not interface with any other system. Such isolated framework could not
synchronize the inter-department processes and hence hampered the productivity, speed and
performance of the overall organization. These led to issues such as incompatible exchange standards,
lack of synchronization, incomplete understanding of the enterprise functioning, unproductive
decisions and many more.
For example: The financials could not coordinate with the procurement team to plan out purchases as
per the availability of money.
Implementation of an ERP System
Implementing an ERP system in an organization is an extremely complex process. It takes lot of
systematic planning, expert consultation and well structured approach. Due to its extensive scope it
may even take years to implement in a large organization. Implementing an ERP system will
eventually necessitate significant changes on staff and work processes.
• Consulting Services - are responsible for the initial stages of ERP implementation where they
help an organization go live with their new system, with product training, workflow, improve
ERP's use in the specific organization, etc.
• Customization Services - work by extending the use of the new ERP system or changing its
use by creating customized interfaces and/or underlying application code. While ERP systems
are made for many core routines, there are still some needs that need to be built or customized
for a particular organization.
The ERP implementation process goes through five major stages which are Structured Planning,
Process Assessment, Data Compilation & Cleanup, Education & Testing and Usage & Evaluation.
1. Structured Planning: is the foremost and the most crucial stage where an capable project team
is selected, present business processes are studied, information flow within and outside the
organization is scrutinized, vital objectives are set and a comprehensive implementation plan
is formulated.
2. Process Assessment: is the next important stage where the prospective software capabilities
are examined, manual business processes are recognized and standard working procedures are
constructed.
3. Data Compilation & Cleanup: helps in identifying data which is to be converted and the new
information that would be needed. The compiled data is then analyzed for accuracy and
completeness, throwing away the worthless/unwanted information.
Advantages of ERP Systems
There are many advantages of implementing an EPR system. A few of them are listed below:
 • A perfectly integrated system chaining all the functional areas together
• The capability to streamline different organizational processes and workflows
• The ability to effortlessly communicate information across various departments\
• Improved efficiency, performance and productivity levels
Disadvantages of ERP Systems
While advantages usually outweigh disadvantages for most organizations implementing an ERP
system, here are some of the most common obstacles experienced:
• The scope of customization is limited in several circumstances
• The present business processes have to be rethought to make them synchronize with the ERP
• ERP systems can be extremely expensive to implement
• There could be lack of continuous technical support

Return on Investment (ROI) is the calculated benefit that an organization is projected to receive in
return for investing money (resources) in a project. Within the context of the Review Process, the
investment would be in an information system development or enhancement project. ROI information
is used to assess the status of the business viability of the project at key checkpoints throughout the
project’s lifecycle. ROI may include the benefits associated with improved mission performance,
reduced cost, increased quality, speed, or flexibility, and increased customer and employee
satisfaction. ROI should reflect such risk factors as the project’s technical complexity, the agency’s
management capacity, the likelihood of cost overruns, and the consequences of under or non
performance. Where appropriate, ROI should reflect actual returns observed through pilot projects
and
prototypes.ROI should be quantified in terms of dollars and should include a calculation of the
breakeven point (BEP), which is the date when the investment begins to generate a positive return.
ROI should be recalculated at every major checkpoint of a project to se if the BEP is still on schedule,
based on project spending and accomplishments to date. If the project is behind schedule or over
budget, the BEP may move out in time; If the project is ahead of schedule or under budget the BEP
may occur earlier. In either case, the information is important for decision making based on the value
of the investment throughout the project lifecycle.
Any project that has developed a business case is expected to refresh the ROI at each key project
decision point (i.e., stage exit) or at least yearly.

If the detailed data collection, calculation of benefits and costs, and capitalization data from which
Return on Investment (ROI) is derived was not required for a particular project, then it may not be
realistic or practical to require the retrofit calculation of ROI once the project is added to the Review
portfolio. In such a case, it is recommended that a memorandum of record be developed as a
substitute for ROI. The memorandum should provide a brief history of the program, a description of
the major benefits realized to date with as much
Quantitative data as possible and a summary of the process used to identify and select system
enhancements.
Some of the major benefits experienced by sites that installed the information system that would be
important to include in the memorandum are: a) Decommissioning of mainframe computers
b) Reduction/redirection of labour
c) Elimination of redundant systems
d) Ability to more cost effectively upgrades all sites with one standard upgrade package.
In each case above, identify the specific site, systems, and labour involved in determining the cited
benefit. Identify any costs or dollar savings that are known or have been estimated. The memorandum
will be used as tool for responding to any future audit inquiries on project ROI. For the Project
Management Review; it is recommended that the project leader replace the text on the ROI document
through
(1) A note stating which stage of its cycle the project is in;
(2) A bulleted list of the most important points from the memorandum of record; and
(3) A copy of the memorandum of record for the Review repository.
In subsequent Reviews of the information system, the ROI slide can be eliminated from the package.
There is one notable exception to this guidance. Any internal use software project in the maintenance
phase of its lifecycle that adds a new site or undertakes an enhancement or technology refresh that
reaches the cost threshold established by Standard will need to satisfy capitalization requirements. It
requires all agencies to capitalize items acquired or developed for internal use if the expected service
life is two or more years and its cost meets or exceeds the agency’s threshold for internal use
software. The standard requires capitalization of direct and indirect costs, including employee salaries
and benefits for both Federal and Contractor employees who materially participate in the Software
project. Program managers are considered to be the source of cost information for internal use
software projects. If capitalization data is collected for the project in the future, the project would be
expected to calculate and track its ROI.

1. Explain three levels of SCMo documentation. Explain PILIN. Explain in detail GDM
and its key features.
Ans-
It is possible today to establish a system aligned with an organization supply chain. It can be an add-
on to existing ERP systems.
The main objectives are:
i. Prevention of stock-out and over supply
ii. Early warnings, elimination of bull-whip effect
iii. Optimized allocation in bottleneck situations due to network-wide inventory and demand
transparency.
The main principles behind is the integration of supply chain participants, exchange of demand and
inventory information, transparency & visibility of inventories and demands for multi-level supply
chain. It also eliminates time lags in the information flow and ensures synchronization of demand
information. SCMo set up (initialisation): The main steps for the set are;
a) Determination of the potentially critical part of the supply network criteria.
b) Mapping of structures a) high shortage risk and effect, long lead and reaction times, high total
inventory cost, frequent engineering changes.
 Main features- The main features of such systems are:
i. Releases and Interactions Planning- it is a simple way to create project plan.
ii. Dashboard- It is a quick project status reporting tool.
iii. To-Do lists_ Identify and list the integrated assignments
iv. Integrated QA_ Bug tracking, test cases management, user story-to-bugs traceability,
QA stats and charts.
v. Time Tracking- Create more accurate estimate of time.
A typical iteration plan methodology
a) Add release (iterations will be generated automatically)
b) Add user stories
c) Assign user stories on iterations (control team velocity)
d) To plan next iteration just assign required user stories and control remaining velocity units.
e) View assigned tasks and bugs
f) Change bugs status
g) Add spent time
h) Spent time report could be added form To-do list. To simplify time calculation today’s time
shown in the form.
i) Bugs status could be changes right from the To-do list as well. So developer spends less time
on frequent actions.

PILLIN

Growing realization that sustainable identifier infrastructure is required to deal with the vast amount
of digital assets being produced and stored within universities. PILIN is a particular challenge for e-
research communities where massive amount of data are being generated without any means of
managing this date over any length of time. The broad objectives are to:

I. Support adoption and use of persistent identifiers and shared persistent identifier management
services by the project stakeholders.
II. Plan for a sustainable, share identifier management infrastructure that enables persistence of
identifiers and associated services over archival lengths of time.
III. Deploying a worldwide site consolidated solution for exchange sever 2003 at Microsoft.
IV. Pictures
V. Using Microsoft exchange server 2003 to consolidate more than 70 messaging sites worldwide
into seven physical locations.