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Project Managment Tipsz

Project Managment Tipsz

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  • Dell
  • FMCG
  • Pampers Diapers
  • Toyota

Transcript

  • 1.
    • Anil Kumar
  • 2.
    • Four General Tips
    • Seven Steps of Successful Scheduling
  • 3.
    • 1. Get EVERYONE to love the project.
      • What if I don’t love it?
        • If you don’t love it, pretend to. We become what we pretend to be.
      • What if my other team members don’t love it?
        • Help them find a way. “How can I bring you in?”
      • What if my client doesn’t love it?
        • Big problem. Find out what they really want – see if you can do that instead!
  • 4.
    • 2. One-on-one meetings eliminate potential problems.
      • People don’t always speak the truth in public.
      • Producers should do these regularly, formally or informally.
      • Faculty should do these at least every two weeks.
  • 5.
    • 3. Keep in Constant Communication
      • Be in the same room
      • Everyone should know where everyone is and will be, and how to reach them
      • Do some social things. Don’t like your teammates? Pretend to.
      • Do internal demos to each other at least once a week!
  • 6.
    • 4. Producers: Carry the Water.
      • Make sure everyone has what they need all the time, whatever that may be.
      • Be the Den Mother.
      • Learn the joy of servitude.
  • 7.
    • 1. Define the problem.
      • That is, “What is the goal of this project?”
  • 8.
    • 2. Pick a solution.
      • Preferably, as simple as possible!
      • Once you pick it – make a detailed plan for how it will happen. A plan is a real thing.
      • Don’t get too attached to your solution.
  • 9.
    • 3. Manage risks.
      • First: Identify Risks.
      • Second: Decide how you will mitigate them.
      • Third: Periodically review your risk list and mitigation strategies.
      • You might notice that mitigating risks often requires multiple early prototypes (or, iterations)
      • The Spiral Model is a great way to manage risks!
  • 10.  
  • 11.
    • 4. Do a detailed task breakdown.
      • Put tasks in categories, and label how long they will take, who will do them, when they need to be done, and how important they are.
      • How much detail? Remember, the more days there are in the estimate for one task, the less certain you are about how long it will really take.
      • EVERY task should be on the list.
  • 12.
    • 5. If you are in the red , get out.
      • You can beg for more time.
      • You can change the solution (Begging may be necessary).
      • You can cut lower priority tasks.
      • You can add people to the project – with extreme caution!
      • The important thing: Get out sooner, not later!
  • 13.
    • 6. Update the task list weekly.
      • Each week, everyone should answer two questions: What did you do this week, what will you do next week?
      • Feedback on predictions is how you get better at predicting!
      • Stay out of the red !
  • 14.
    • 7. When the project is over, do a post-mortem.
      • How else will you know how to do better next time?
  • 15.
    • General Tips
      • 1. Get EVERYONE to love the project
      • 2. One-on-one meetings eliminate potential problems.
      • 3. Keep in Constant Communication
      • 4. Producers: Carry the Water
    • Successful Scheduling
      • 1. Define the problem.
      • 2. Pick a solution.
      • 3. Manage risks.
      • 4. Do a detailed task breakdown
      • 5. If you are in the red, get out.
      • 6. Update the task list weekly.
      • 7. Do a post-mortem at the end of the project.
  • 16.
    • Dinosaurs Alive!
    • The Virgin Island
    • Tabletopia
    • The Aqua Lounge
    • That ill-fated animation project from 2001?
    • AugCog
    • Hazmat
    • Others…?
  • 17.
    • Reasons I sometimes don’t do all of these things:
      • Lack of time (a bad excuse, but there it is)
      • Some projects are so exploratory that scheduling them is not really useful
      • Sometimes, things are just going so well, all the formality doesn’t seem necessary
  • 18.
    • What is Supply chain?
    • Objective of a supply chain
    • Supply Chain Management
    • Bull Whip effect
    • Drivers of Supply chain performance
    • Inventory policies
    • Types of Distribution networks
  • 19.
    • Consists of all parties involved, directly or indirectly , in fulfilling a customer request
    Supplier Manufacturer Distributor Retailer Customer
  • 20. Supplier Manufacturer Distributor Retailer Customer Supplier Manufacturer Distributor Retailer Customer Supplier Manufacturer Distributor Retailer Customer Upstream Downstream
  • 21. Customer Retailer Distributor Manufacturer Supplier Customer Order Cycle Replenishment Cycle Manufacturing Cycle Procurement Cycle Pull Push
  • 22.
    • Maximise overall profit
    • Profit
      • Revenue generated from customer - costs incurred along the entire chain
      • (e.g. manufacturing / storing / distributing the product)
    • When is Supply chain effective?
      • Manage Product, Information and Fund flow
  • 23. Manufacturer Cost = Rs. 1 Retailer Cost = Rs. 5 Q = 1000 Customer Cost = Rs. 10 Demand = 900 Profit Rs. 4000 Manufacturer Cost = Rs. 1 Retailer Cost = Rs. 5 Q = 1200 Customer Cost = Rs. 10 Demand = 1080 Profit Rs. 5520 Buy Back Profit Rs. 4000 Buy Back at Rs. 3 Profit Rs. 5160 No risk Bears All risk Sharing of risks
  • 24.
    • Objective is to be able to have the right products in the right quantities (at the right place) at the right moment at minimal cost.
  • 25.
    • Each organisation seek to solve the problem from its own perspective
      • Small changes in consumer demand result in large variations in orders placed upstream
    • Dramatic order size variation
    • Amplification of order size variation as one moves up the supply chain
    Supplier Manufacturer Distributor Retailer Customer Buys 10 Orders 15 Delay 2 weeks Delay 2 weeks Orders 25 Delay 2 weeks Orders 40
  • 26.
    • Little or no communication between supply chain partners.
    • Delay times between order processing, demand, and receipt of products.
    • Over reacting to the backlog orders.
    • Inaccurate demand forecasts.
    • http://www.supplychainonline.com/previews/SCM101/3.html
  • 27.
    • Facilities
      • Production/Storage Sites
    • Responsiveness Vs Efficiency
  • 28.
    • Inventory
      • Raw materials
      • WIP
      • Finished Goods
      • Responsiveness Vs Efficiency
    • Sourcing
      • Outsourcing
    • Transportation
  • 29. Cost Inventory costs Transport costs Total costs Rail Air
  • 30.
    • Where do we hold inventory?
      • Suppliers and manufacturers
      • warehouses and distribution centers
      • retailers
    • Types of Inventory
      • raw materials
      • WIP
      • finished goods
    • Why do we hold inventory?
      • Uncertainty in supply and demand
      • Lead Time
      • Avoid stock outs (customer goodwill)
  • 31.
    • Inventory lot size
    • Replenishment Lead time
    • Stock out
    • Reorder Point
    • Safety stock
  • 32.
    • Procurement costs
      • Ordering cost (appx. administrative, inspection, transportation etc.)
    • Holding costs
      • Maintenance and Handling
      • Taxes
      • Obsolescence
    • Stock-outs costs
      • Lost sales (Customer goodwill)
      • Backorders
  • 33. Profile of Inventory Level Over Time Quantity on hand Q Receive order Place order Receive order Place order Receive order Lead time Reorder point Demand rate Time Constant Demand
  • 34.
    • When to order
    • How much to order
    • Types of System
      • Continuous Review
      • Periodic Review
  • 35. Time Inventory Order Size Note: • No Stockouts • Order when no inventory • Order Size determines policy
  • 36. Order Quantity (Q) The Total-Cost Curve is U-Shaped Ordering Costs Q O Annual Cost ( optimal order quantity) or EOQ Holding Costs
  • 37.
    • Tradeoff between set-up costs and holding costs when determining order quantity.
    • Total Cost is not particularly sensitive to the optimal order quantity
  • 38.
    • Continuously monitored
      • R – Reorder point, L – Lead time
      • Q – Order quantity
    • Time b/w orders vary but Q is fixed
  • 39.
    • Monitored at periodic intervals of length “r”
    • Quantity set as the amount consumed during this interval
    • Time b/w orders fixed
  • 40.
    • Steps taken to move and store a product from supplier to customer
    • Design Options
      • Manufacturer storage with direct shipping
      • Manufacturer storage with direct shipping and in-transit merge
      • Distributor storage with package carrier delivery
  • 41.
    • Drop Shipping
    Manufacturer Customers Retailer
  • 42. Manufacturer Customers In-transit Merge by carriers Retailer
  • 43. Manufacturer Customers Warehouse Storage by Distributor/Retailer
  • 44.
    • Components of supply chain (SC)
    • Objective of SC is to max. profit
    • Bull whip effect
    • Facilities decisions
    • Inventory policies
    • Distribution networks