General project management tips


Published on

Published in: Design
  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

General project management tips

  1. 1. Outline Four General Tips Seven Steps of Successful Scheduling
  2. 2. General Project Management Tips 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!
  3. 3. General Project Management Tips 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.
  4. 4. General Project Management Tips 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!
  5. 5.  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.
  6. 6. The Seven Steps of Successful Scheduling 1. Define the problem.  That is, “What is the goal of this project?”
  7. 7. The Seven Steps of Successful Scheduling 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.
  8. 8. The Seven Steps of Successful Scheduling 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!
  9. 9. The Seven Steps of Successful Scheduling 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.
  10. 10. The Seven Steps of Successful Scheduling 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!
  11. 11. The Seven Steps of Successful Scheduling 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!
  12. 12. The Seven Steps of Successful Scheduling 7. When the project is over, do a post-mortem.  How else will you know how to do better next time?
  13. 13. Project Management Summary  Successful Scheduling General Tips ◦ 1. Define the problem. ◦ 1. Get EVERYONE to ◦ 2. Pick a solution. love the project ◦ 3. Manage risks. ◦ 2. One-on-one meetings ◦ 4. Do a detailed task eliminate potential breakdown problems. ◦ 5. If you are in the ◦ 3. Keep in Constant red, get out. Communication ◦ 6. Update the task list ◦ 4. Producers: Carry the weekly. Water ◦ 7. Do a post-mortem at the end of the project.
  14. 14. Projects we should examine Dinosaurs Alive! The Virgin Island Tabletopia How was Pakistan made The Wars? Gowadar Port Tarbela Dam Motorway
  15. 15. Hey! I was on your project! You didn’t alwaysdo all these things!  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
  16. 16. Just go on read for knowledge
  17. 17. Structure Followed 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
  18. 18. What is Supply chain?Supplier Manufacturer Distributor Retailer Customer Consists of all parties involved, directly or indirectly, in fulfilling a customer request
  19. 19. Is supply chain so simple?Supplier Manufacturer Distributor Retailer CustomerSupplier Manufacturer Distributor Retailer CustomerSupplier Manufacturer Distributor Retailer Customer Upstream Downstream
  20. 20. Process View Customer Customer Order Cycle Pull Retailer Replenishment Cycle Distributor Manufacturing Cycle Manufacturer Push Procurement Cycle Supplier
  21. 21. Objective of a Supply Chain 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
  22. 22. Why not max. individual profitability? Buy Back Manufacturer ManufacturerNo risk Cost = Rs. 1 Cost = Rs. 1 Buy Back Profit Rs. 4000 Sharing Profit Rs. 5520 at Rs. 3 Retailer Retailer Cost = Rs. 5 of Cost = Rs. 5Bears All Q = 1000 Q = 1200risk risks Profit Rs. 4000 Profit Rs. 5160 Customer Customer Cost = Rs. 10 Cost = Rs. 10 Demand = 900 Demand = 1080
  23. 23. So, what is SCM? 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.
  24. 24. Bull Whip Effect 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 Delay 2 weeks Delay 2 weeks Delay 2 weeksSupplier Manufacturer Distributor Retailer Customer Orders 40 Orders 25 Orders 15 Buys 10
  25. 25. Causes 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. /3.html
  26. 26. Drivers of Supply Chain Performance  Facilities  Production/Storage Sites  Responsiveness Vs Efficiency
  27. 27. Drivers of Supply Chain Performance Inventory  Raw materials  WIP  Finished Goods  Responsiveness Vs Efficiency Sourcing  Outsourcing Transportation
  28. 28. Total costs TransportationCost Transport costs Inventory costs Rail Air
  29. 29. Inventory 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)
  30. 30. Terms Involved Inventory lot size Replenishment Lead time Stock out Reorder Point Safety stock
  31. 31. Relevant Costs in an Inventory System Procurement costs  Ordering cost (appx. administrative, inspection, transportation etc.) Holding costs  Maintenance and Handling  Taxes  Obsolescence Stock-outs costs  Lost sales (Customer goodwill)  Backorders
  32. 32. The Inventory Cycle Profile of Inventory Level Over TimeQ Demand rate Constant DemandQuantityon handReorderpoint Time Receive Place Receive Place Receive order order order order order Lead time
  33. 33. Decisions When to order How much to order Types of System  Continuous Review  Periodic Review
  34. 34. EOQ: A View of Inventory Note: • No Stockouts • Order when no inventory • Order Size determines policy Inventory Order Size Time
  35. 35. EOQ - Cost Minimization Goal The Total-Cost Curve is U-Shaped Annual Cost Holding Costs Ordering Costs Order Quantity (Q) QO(optimal order quantity) or EOQ
  36. 36. EOQ: Important Observations Tradeoff between set-up costs and holding costs when determining order quantity. Total Cost is not particularly sensitive to the optimal order quantityO rder Q uantity 50% 80% 90% 100% 110% 120% 150% 200%C ost Increase 125% 103% 101% 100% 101% 102% 108% 125%
  37. 37. Types of System –Continuous Review Continuously monitored  R – Reorder point, L – Lead time  Q – Order quantity Time b/w orders vary but Q is fixed
  38. 38. Periodic Review Monitored at periodic intervals of length “r” Quantity set as the amount consumed during this interval Time b/w orders fixed
  39. 39. Distribution 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
  40. 40. Manufacturer storage with direct shipping Manufacturer Retailer Customers Drop Shipping
  41. 41. Manufacturer storage with direct shipping and in-transit merge ManufacturerRetailer In-transit Merge by carriers Customers
  42. 42. Distributor storage with carrier delivery Manufacturer Warehouse Storage by Distributor/Retailer Customers
  43. 43. To Summarize Components of supply chain (SC) Objective of SC is to max. profit Bull whip effect Facilities decisions Inventory policies Distribution networks
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.