31400425 mb0033 set 1 2 solved assignment

8/9/2019 31400425 MB0033 Set 1 2 Solved Assignment

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MBA II SEM

Project Management- MB0033

MB0033

Registration No:520922527


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MBA II SEM

Financial Management - MB0033Set 1

Q1. Define Project Management, resource, process and project cycle. Explain the life-cycle of a

project?

Answer: Project managementis the discipline ofplanning, organizing, and managing resources to bringabout the successful completion of specific project goals and objectives. It is sometimes conflated with programmanagement, however technically a program is actually a higher level construct: a group of related andsomehow interdependent projects.

Aproject is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be

by funding or deliverables, undertaken to meet unique goals and objectives, usually to bring about beneficialchange or added value. The temporary nature of projects stands in contrast to business as usual (or operations),which are repetitive, permanent or semi-permanent functional work to produce products or services. In practice,the management of these two systems is often found to be quite different, and as such requires the developmentof distinct technical skills and the adoption of separate management.

Resources: Inproject management terminology, resources are required to carry out the project tasks. They canbe people, equipment, facilities, funding, or anything else capable of definition (usually other than labour)required for the completion of a project activity. The lack of a resource will therefore be a constraint on thecompletion of the project activity. Resources may be storable or non storable. Storable resources remainavailable unless depleted by usage, and may be replenished by project tasks which produce them. Non-storableresources must be renewed for each time period, even if not utilized in previous time periods.

Process: A project Management process is the management process of planning and controlling the

performance or execution of a project.Input

Process

Project Management Process

Traditionally, project management includes a number of elements: four to five process groups, and a controlsystem. Regardless of the methodology or terminology used, the same basic project management processes will

be used.

The project development stages

Major process groups generally include: Initiation Planning or development Production or execution

Input ProcessOutput
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Monitoring and controlling Closing

Initiation

The initiation processes determine the nature and scope of the project. If this stage is not performed well, it isunlikely that the project will be successful in meeting the business needs. The key project controls needed hereare an understanding of the business environment and making sure that all necessary controls are incorporatedinto the project. Any deficiencies should be reported and a recommendation should be made to fix them.The initiation stage should include a plan that encompasses the following areas:

Analyzing thebusiness needs/requirements in measurable goals Reviewing of the current operations Financial analysis of the costs and benefits including abudget Stakeholder analysis, including users, and support personnel for the project Project charterincluding costs, tasks, deliverables, and schedule

Planning and design

Planning Process Group Activities

After the initiation stage, the project is planned to an appropriate level of detail. The main purpose is to plan

time, cost and resources adequately to estimate the work needed and to effectively manage risk during project

execution. As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances

of successfully accomplishing its goals.

Project planning generally consists of determining how to plan (e.g. by level of detail or rolling wave);

developing the scope statement; selecting the planning team; identifying deliverables and creating the work breakdown structure; identifying the activities needed to complete those deliverables and networking the activities in their

logical sequence;
http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Requirementhttp://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Financial_analysishttp://en.wikipedia.org/wiki/Budgethttp://en.wikipedia.org/wiki/Stakeholder_analysishttp://en.wikipedia.org/wiki/Project_charterhttp://en.wikipedia.org/wiki/Deliverablehttp://en.wikipedia.org/wiki/File:Planning_Process_Group_Activities.jpghttp://en.wikipedia.org/wiki/File:Initiating_Process_Group_Processes.jpghttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Requirementhttp://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Financial_analysishttp://en.wikipedia.org/wiki/Budgethttp://en.wikipedia.org/wiki/Stakeholder_analysishttp://en.wikipedia.org/wiki/Project_charterhttp://en.wikipedia.org/wiki/Deliverable


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Executing

Executing Process Group Processes

Executing consists of the processes used to complete the work defined in the project management plan toaccomplish the project's requirements. Execution process involves coordinating people and resources, as well asintegrating and performing the activities of the project in accordance with the project management plan. The

deliverables are produced as outputs from the processes performed as defined in the project management plan.

Monitoring and controlling

Monitoring and controlling consists of those processes performed to observe project execution so that potentialproblems can be identified in a timely manner and corrective action can be taken, when necessary, to control theexecution of the project. The key benefit is that project performance is observed and measured regularly toidentify variances from the project management plan.

Monitoring and Controlling includes: Measuring the ongoing project activities (where we are); Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the

project performance baseline (where we should be); Identify corrective actions to address issues and risks properly (How can we get on track again); Influencing the factors that could circumvent integrated change control so only approved changes are

implemented

In multi-phase projects, the monitoring and controlling process also provides feedback between project phases,

in order to implement corrective or preventive actions to bring the project into compliance with the projectmanagement plan.

Project Maintenance is an ongoing process, and it includes: Continuing support of end users Correction of errors Updates of the software over time
http://en.wikipedia.org/wiki/Softwarehttp://en.wikipedia.org/wiki/File:Monitoring_and_Controlling_Process_Group_Processes.jpghttp://en.wikipedia.org/wiki/File:Executing_Process_Group_Processes.jpghttp://en.wikipedia.org/wiki/Software


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Monitoring and controlling cycle

In this stage, auditors should pay attention to how effectively and quickly user problems are resolved.Over the course of any construction project, the work scope may change. Change is a normal and expected partof the construction process. Changes can be the result of necessary design modifications, differing siteconditions, material availability, contractor-requested changes, value engineering and impacts from third parties,to name a few. Beyond executing the change in the field, the change normally needs to be documented to showwhat was actually constructed. This is referred to as Change Management. Hence, the owner usually requires afinal record to show all changes or, more specifically, any change that modifies the tangible portions of thefinished work.

Closing

Closing includes the formal acceptance of the project and the ending thereof. Administrative activities includethe archiving of the files and documenting lessons learned.This phase consists of:

Project close: Finalize all activities across all of the process groups to formally close the project or aproject phase

Contract closure: Complete and settle each contract (including the resolution of any open items) andclose each contract applicable to the project or project phase

Resources: In project managementterminology, resources are required to carry out theprojecttasks. Theycan be people, equipment, facilities, funding, or anything else capable of definition (usually other than labour)required for the completion of a project activity. The lack of a resource will therefore be a constraint on thecompletion of the project activity. Resources may be storable or non storable. Storable resources remainavailable unless depleted by usage, and may be replenished by project tasks which produce them. Non-storableresources must be renewed for each time period, even if not utilised in previous time periods.

Q2. What are the roles and responsibilities of a project manager?

Title Role

Project Manager The person responsible for developing, in conjunction with theProject Sponsor, a definition of the project. The ProjectManager then ensures that the project is delivered on time, to

budget and to the required quality standard (within agreedspecifications). He/she ensures the project is effectivelyresourced and manages relationships with a wide range ofgroups (including all project contributors).

The Project Manager is also responsible for managing the workof consultants, allocating and utilising resources in an efficientmanner and maintaining a co-operative, motivated andsuccessful team.
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Responsibilities

Managing and leading the project team.

Recruiting project staff and consultants.

Managing co-ordination of the partners and working groups engaged in project work.

Detailed project planning and control including:

Developing and maintaining a detailed project plan.

Managing project deliverables in line with the project plan.

Recording and managing project issues and escalating where necessary.

Resolving cross-functional issues at project level.

Managing project scope and change control and escalating issues where necessary.

Monitoring project progress and performance.

Providing status reports to the project sponsor.

Managing project training within the defined budget.

Liaison with, and updates progress to, project steering board/senior management.

Managing project evaluation and dissemination activities.

Managing consultancy input within the defined budget.

Final approval of the design specification.

Working closely with users to ensure the project meets business needs.

Definition and management of the User Acceptance Testing programme.

Identifying user training needs and devising and managing user training programmes.

Q4. What is Risk Management? How can Risks be prioritized?

Risk management may be classified and categorized as:1. Risk assessment and identification The assessment and identification focuses on enumerating possible risksto the project. Methods that can aid risk identification include checklists of possible risks, surveys, meetings and

brainstorming and reviews of plans, process and work products. The project manager can also use the processdatabase to get information about risks and risk management on similar projects.

2. Risk prioritization focus on the highest risk. Prioritization requires analyzing the possible effects of therisk event in case it actually occurs. This approach requires a quantitative assessment of the risk probability andthe risk consequences. For each risk rate the probability of its happening as low, medium or high. If necessary,assign probability values in the ranges given for each rating. For each risk, assess its impact on the project aslow, medium, high or very high. Rank the risk based on the probability. Select the top few risk items formitigation and tracking.

3. Risk Control: The main task is to identify the actions needed to minimize the risk consequences, generallycalled risk mitigation steps. Refer to a list of commonly used risk mitigation steps for various risks from the

previous risk logs maintained by the PM and select a suitable risk mitigation step. The risk mitigation step mustbe properly executed by incorporating them into the project schedule. In addition to monitoring the progress ofthe planned risk mitigation steps periodically revisit project. The results of this review are reported in eachmilestone analysis report. To prepare this report, make fresh risk analysis to determine whether the prioritieshave

Risk AnalysisThe first step in risk analysis is to make each risk item more specific. Risks such as, Lack of Management buyin, and people might leave, are a little ambiguous. In these cases the group might decide to split the risk intosmaller specific risks, such as, manager Jane decides that the project is not beneficial, Database expert mightleave, and Webmaster might get pulled off the project. The next step is to set priorities and determine whereto focus risk mitigation efforts. Some of the identified risks are unlikely to occur, and others might not be

serious enough to worry about. During the analysis, discuss with the team members, each risk item tounderstand how devastating it would be if it did occur, and how likely it is to occur. For example, if you had a


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risk of a key person leaving, you might decide that it would have a large impact on the project, but that it is notvery likely. In the process below, we have the group agree on how likely it thinks each risk item is to occur,using a simple scale from 1 to 10 (where 1 is very unlikely and 10 is very likely). The group then rates howserious the impact would be if the risk did occur, using a simple scale from 1 to 10 (where 1is little impact and10 is very large). To use this numbering scheme, first pick out the items that rate 1 and 10, respectively. Thenrate the other items relative to these boundaries. To determine the priority of each risk item, calculate the

product of the two values, likelihood and impact. This priority scheme helps push the big risks to the top of thelist, and the small risks to the bottom. It is a usual practice to analyze risk either by sensitivity analysis or byprobabilistic analysis. In sensitivity analysis a study is done to analyse the changes in the variable valuesbecause of a change in one or more of the decision criteria. In the probability analysis, the frequency of aparticular event occurring is determined, based on which it average weighted average value is calculated.Each outcome of an event resulting in a risk situation in a risk analysis process is expressed as a probability.Risk analysis can be performed by calculating the expected value of each alternative and selecting the bestalternative.

Ex: Now that the group has assigned a priority to each risk, it is ready to select the items to mange. Someprojects select a subset to take action upon, while others choose to work on all of Project the items. To getstarted, you might select the top 3 risks, or the top 20%, based on the priority calculation.

Q5. What is project management knowledge area? Explain briefly PMIS.

PROJECT INTEGRATION MANAGEMENT

A subset of project management that includes the processes required to ensure that the various elements of the

project are properly coordinated. It consists of:

Project plan developmentintegrating and coordinating all project plans to create a consistent,coherent document.

Project plan executioncarrying out the project plan by performing the activities included therein. Integrated change controlcoordinating changes across the entire project.

PROJECT SCOPE MANAGEMENTA subset of project management that includes the processes required to ensure that the project includes all thework required, and only the work required, to complete the project successfully. It consists of:

Initiationauthorizing the project or phase. Scope planningdeveloping a written scope statement as the basis for future project decisions. Scope definitionsubdividing the major project deliverables into smaller, more manageable

components.

PROJECT TIME MANAGEMENTA subset of project management that includes the processes required to ensure timely completion of the project.

It consists of:

Activity definitionidentifying the specific activities that must be performed to produce the variousproject deliverables.

Activity sequencingidentifying and documenting interactivity dependencies. Activity duration estimatingestimating the number of work periods that will be needed to complete

individual activities.

PROJECT COST MANAGEMENTA subset of project management that includes the processes required to ensure that the project is completedwithin the approved budget. It consists of:

Resource planningdetermining what resources (people, equipment, materials) and what quantities of

each should be used to perform project activities.


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The PD process is made scientific through:

i) Earned Value management system (EVMS)ii) Budgeted Cost of work scheduled (BCWS)iii) Budgeted cost of work performed (BCWP)

iv) Actual cost of work performed (ACWP)

a) Management by exception (MBE): No news is good news. If a member wants help he or shelocated a source and proposed to the manager only if such help is not accessible for free. Similarly amember should believe that a team leaders silence is a sign of approval should not provoke commentsthrough excessive seeking of opinions. In short leave people alone and let situation perform thedemanding act. The bond limit of MBE can be evolved depending on the sensitivity of the nature andsize of the project.

MBA II SEMFinancial Management - MB0033

Set 2

1. Providing adequate resources is key to productivity comment.

Key elements of a Productivity Improvement Program:

1. Obtain Upper Management Support. Without top management support, experience shows a PIP likely willfail. The Chief Executive Officer should issue a clear, comprehensive policy statement. The statementshould be communicated to everyone in the company. Top management also must be willing to allocateadequate resources to permit success.

2. Create New Organizational Components. A Steering Committee to oversee the PIP and ProductivityManagers to implement it are essential. The Committee should be staffed by top departmental executiveswith the responsibilities of goal setting, guidance, advice, and general control. The Productivity Managersare responsible for the day-to-day activities of measurement and analysis. The responsibilities of allorganizational components must be clear and well established.

3. Plan Systematically. Success doesn't just happen. Goals and objectives should be set, problems targeted andrank ordered, reporting and monitoring requirements developed, and feedback channels established.

4. Open Communications. Increasing productivity means changing the way things are done. Desired changesmust 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 acharacteristic of successful, growing businesses is that they develop a "corporate culture" where employeesstrongly identify with and are an important part of company life. This sense of belonging is not easy toengender. 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 possiblewithout distorting and depreciating the data. Measurement is so critical to success, a more detailed analysisis helpful.

2. Explain the relevance of work breakdown structure in determine responsibility area. Explainin detail GDM and its key features?

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

The key features of GDM are:-


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a) Standardization: Ingenious design and development of components and features which like tobe accepted by 90% of worldwide customer. Global standard of design focusing on highlystandardized method and processes of manufacture or development. Adopt block-and-socketconcept with minimum adaptable or connection.

b) Modularization: Product or solution split up into smallest possible individual identifiableentities, 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 entityidentifiable more through characteristics rather than application features. Approach throughstandardization of these microbial entities even across multiple modules. Application of thesemicrobial entities to rest within multiple projects or products or even as add-ons suit belatedcustomer needs.

3. What do you understand by Resource Smoothing? What is the significance of reviewingROI?

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 resourcerequirement that is "smooth" and where peaks and troughs are eliminated. For example, even if 7 units of agiven resource are available at any one time, utilizing 5 of these units each week is preferable to 4 one week, 7the next, 2 the next and so on. Even if there is no limit to the amount of any one resource available, it is stilldesirable that resource usage is as smooth as possible. Given that the resource requirements of those activitieson the critical path are fixed, some order or priority needs to be established for selecting which activity andwhich particular resource associated with this activity should be given priority in the smoothing process. Indetermining which activity should be given priority, a subjective judgment should be made about the type ofresource (or resources) associated with each activity; priority should be given to the activities whose resourcesare considered to be most important. Beyond this consideration, activities should be ranked in order of totalwork content and total float or slack available for that activity. A useful device for prioritizing is to consider theratio of total work content/total float remaining and give priority to activities with the highest value of this ratio.

Return on Investment (ROI) is the calculated benefit that an organization is projected to receive in return forinvesting money (resources) in a project. Within the context of the Review Process, the investment would be inan 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 projects lifecycle. ROI may include thebenefits 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 projects technicalcomplexity, the agencys management capacity, the likelihood of cost overruns, and the consequences of underor 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 atevery major checkpoint of a project to se if the BEP is still on schedule, based on project spending andaccomplishments 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 isimportant 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 onInvestment (ROI) is derived was not required for a particular project, then it may not be realistic or practical torequire the retrofit calculation of ROI once the project is added to the Review portfolio. In such a case, it isrecommended 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 muchQuantitative 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 toinclude in the memorandum are: a) Decommissioning of mainframe computers

b) Reduction/redirection of labourc) Elimination of redundant systemsd) 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


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tool for responding to any future audit inquiries on project ROI. For the Project Management Review; it isrecommended 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 itslifecycle that adds a new site or undertakes an enhancement or technology refresh that reaches the cost thresholdestablished by Standard will need to satisfy capitalization requirements. It requires all agencies to capitalizeitems acquired or developed for internal use if the expected service life is two or more years and its cost meetsor exceeds the agencys threshold for internal use software. The standard requires capitalization of direct andindirect costs, including employee salaries and benefits for both Federal and Contractor employees whomaterially participate in the Software project. Program managers are considered to be the source of costinformation 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.

4. Explain the concept of concurrency in High Technology Development.

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 beshortened. The other alternative is to make technology development futuristic i.e. keeps the aim or target onestep beyond what is required. Combination of both will yield better results. Using principles of concurrentengineering, we can start building components as developed and assembling on ad hoc basis and testing themand making changes taking into consideration any new requirements. Every effort to make the productContemporary will improve the competitive advantage. Build concurrency into every activity Buildingconcurrency into every activity is essential to reduce the development cycle time and to counter the technologyobsolescence. Many of the tasks that are normally done in a serial fashion can be done in parallel bysynchronizing 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 withregard to requirements. Concurrency can be accomplished in many ways both for product development as well

as technology transfer, user evaluation and production.

5. What are the main utilities of an ERP package?

Integration is Key to ERP Systems

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

The key objective of an ERP system is to integrate information and processes from all functional divisions of anorganization and merge it for effortless access and structured workflow. The integration is typicallyaccomplished by constructing a single database repository that communicates with multiple softwareapplications 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 thebelow 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)


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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 orderadministration, 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 theinter-department processes and hence hampered the productivity, speed and performance of the overallorganization. These led to issues such as incompatible exchange standards, lack of synchronization, incompleteunderstanding 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 theavailability of money.

Implementation of an ERP System

Implementing an ERP system in an organization is an extremely complex process. It takes lot of systematicplanning, expert consultation and well structured approach. Due to its extensive scope it may even take years toimplement in a large organization. Implementing an ERP system will eventually necessitate significant changeson staff and work processes.

Consulting Services - are responsible for the initial stages of ERP implementation where they help anorganization go live with their new system, with product training, workflow, improve ERP's use in thespecific organization, etc.

Customization Services - work by extending the use of the new ERP system or changing its use bycreating customized interfaces and/or underlying application code. While ERP systems are made formany core routines, there are still some needs that need to be built or customized for a particularorganization.

The ERP implementation process goes through five major stages which are Structured Planning, ProcessAssessment, 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 isscrutinized, vital objectives are set and a comprehensive implementation plan is formulated.

2. Process Assessment: is the next important stage where the prospective software capabilities areexamined, 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 newinformation 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\


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Improved efficiency, performance and productivity levels

Disadvantages of ERP Systems

While advantages usually outweigh disadvantages for most organizations implementing an ERP system, hereare 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

Q6. Explain three levels of SCMo documentation. Explain PILIN.

It is possible today to establish a system aligned with an organization supply chain. It can be an add-on toexisting 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 demandtransparency.

The main principles behind is the integration of supply chain participants, exchange of demand and inventoryinformation, transparency & visibility of inventories and demands for multi-level supply chain. It alsoeliminates 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 totalinventory 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 statsand 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 todays time shown inthe form.

i) Bugs status could be changes right from the To-do list as well. So developer spends less time onfrequent actions.

PILLIN

Growing realization that sustainable identifier infrastructure is required to deal with the vast amount of digitalassets being produced and stored within universities. PILIN is a particular challenge for e-research communities


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where massive amount of data are being generated without any means of managing this date over any length oftime. The broad objectives are to:

I. Support adoption and use of persistent identifiers and shared persistent identifier management servicesby 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. PicturesV. Using Microsoft exchange server 2003 to consolidate more than 70 messaging sites worldwide into

seven physical locations.

31400425 mb0033 set 1 2 solved assignment

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