Process Analysis and Theory of Constraints (OEDL 425)-Semester IV
Project Management (OEDL 423)-Semester IV
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1st Module assessment_N
Case Study
The product–process matrix is a model that is used to demonstrate the combination of a product’s (or product group’s) volume and variety characteristics, and the nature of the processes that make it. It was originally devised by Hayes and Wheelwright (1979) , who saw it as “one way in which the interaction of the product life cycle and process life cycle can be represented.” In its original form the two dimensions of the matrix were seen in life‐cycle terms, one of the authors’ intentions being to show that processes progress through a predictable life cycle that corresponds to the better‐known concept of the product life cycle. Since then the model has been used primarily to show the different operations needs of products (or product groups) that have different competitive characteristics and to indicate the consequences of failing to match product and process characteristics. The product–process matrix is an array whose horizontal dimension represents points on the volume–variety continuum from low‐volume one‐off products through to high‐volume, high‐standardization products. Its vertical dimension represents manufacturing processes, from jobbing through batch and mass .The product-process matrix can facilitate the understanding of the strategic options available to a company, particularly with regard to its manufacturing function. A firm may be characterized as occupying a particular region in the matrix, determined by the stages of the product life cycle and its choice of production process(es) for each individual product. By incorporating this dimension into its strategic planning process, the firm encourages more creative thinking about organizational competence and competitive advantage. Also, use of the matrix provides a natural way to involve manufacturing managers in the planning process so they can relate their opportunities and decisions more effectively with those of marketing and of the corporation itself, all the while leading to more informed predictions about changes in industry and the firm’s appropriate strategic responses.
Question 1. The………… matrix is a model that is used to demonstrate the combination of a product’s (or product group’s) volume and variety characteristics, and the nature of the processes that make it.
Select one:
a. product–process
b. product
c. price
d. none
Clear my choice
Question 2. In its original form the two dimensions of the matrix were seen in …………. terms, one of the authors’ intentions being to show that processes progress through a predictable life cycle that corresponds to the better?known concept of the product life cycle
Select one:
a. product
b. price
c. life?cycle
d. all
Clear my choice
Question 3. Since then the model has been used primarily to show the different operations needs of …………….. (or product groups) that have different competitive characteristics and to indicate the consequences of failing to match product and process characteristics.
Select one:
a. products
b. product
c. price
d. cost
Clear my choice
Question 4. The product–process matrix is an array whose horizontal dimension represents points on the …………. continuum from low?volume one?off products through to high?volume, high?standardization products.
Select one:
a. volume–variety
b. product
c. price
d. cost
Clear my choice
Question 5. The product-process matrix can facilitate the understanding of the ……….options available to a company, particularly with regard to its manufacturing function.
Select one:
a. strategic
b. product
c. price
d. cost
Clear my choice
Question 6. A firm may be characterized as occupying a particular region in the matrix, determined by the stages of the……….. and its choice of production process(es) for each individual product.
Select one:
a. cost
b. price
c. product life cycle
d. all
Clear my choice
Question 7. Its vertical dimension represents manufacturing processes, from …….. through batch and mass
Select one:
a. product–process matrix
b. cost
c. price
d. jobbing
Clear my choice
Question 8. By incorporating this dimension into its …………process, the firm encourages more creative thinking about organizational competence and competitive advantage.
Select one:
a. strategic planning
b. product
c. price
d. none
Clear my choice
Question 9. use of the matrix provides a natural way to involve manufacturing managers in the …………..process so they can relate their opportunities and decisions more effectively with those of marketing and of the corporation itself, all the while leading to more informed predictions about changes in industry and the firm’s appropriate strategic responses
Select one:
a. planning
b. cost
c. price
d. all
Clear my choice
Question 10. It was originally devised by Hayes and Wheelwright (1979) , who saw it as “one way in which the interaction of the product life cycle and………… cycle can be represented.
Select one:
a. product–process matrix
b. product
c. price
d. process life
Project Management (OEDL 423)-Semester IV
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Module 2
Case Study
Benchmarking is comparing ones business processes and performance metrics to industry bests and best practices from other companies. In project management benchmarking can also support the selection, planning and delivery of projects. Dimensions typically measured are quality, time and cost. In the process of best practice benchmarking, management identifies the best firms in their industry, or in another industry where similar processes exist, and compares the results and processes of those studied (the “targets”) to one’s own results and processes. In this way, they learn how well the targets perform and, more importantly, the business processes that explain why these firms are successful. According to National Council on Measurement in Education, benchmark assessments are short assessments used by teachers at various times throughout the school year to monitor student progress in some area of the school curriculum. These also are known as interim assessments.
Benchmarking is used to measure performance using a specific indicator (cost per unit of measure, productivity per unit of measure, cycle time of x per unit of measure or defects per unit of measure) resulting in a metric of performance that is then compared to others.
Also referred to as “best practice benchmarking” or “process benchmarking”, this process is used in management which particularly shows VEMR strategic management, in which organizations evaluate various aspects of their processes in relation to best practice companies’ processes, usually within a peer group defined for the purposes of comparison. This then allows organizations to develop plans on how to make improvements or adapt specific best practices, usually with the aim of increasing some aspect of performance. Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to improve their practices. The term benchmark, originates from the history of guns and ammunition, and with the same aim as for the business term; comparison and improved performance.
……….is used to measure performance using a specific indicator (cost per unit of measure, productivity per unit of measure, cycle time of x per unit of measure or defects per unit of measure) resulting in a metric of performance that is then compared to others
Select one:
a. cost
b. price
c. Benchmarking
d. all
Question 2
Also referred to as “best practice benchmarking” or “…………….”, this process is used in management which particularly shows VEMR strategic management, in which organizations evaluate various aspects of their processes
Select one:
A. Process Benchmarking
B. Cost
C. Price
D. All
Question 3
Benchmarking may be a one-off event, but is often treated as a …………… process in which organizations continually seek to improve their practices.
Select one:
A. Continuous
B. Cost
C. Price
D. All
Question 4
Dimensions typically measured are quality, time and cost…………..
Select one:
A. Quality
B. Time
C. Cost
D. All
Question 5
In the process of best practice benchmarking, management identifies the best firms in their industry, or in another industry where similar ……….. exist, and compares the results and processes of those studied (the “targets”) to one’s own results and processes.
Select one:
A. Processes
B. Product
C. Price
D. Cost
Question 6
In this way, they learn how well the targets perform and, more importantly, the ………..that explain why these firms are successful.
Select one:
A. Business Processes
B. Product
C. Price
D. Cost
Question 7
In ……….. Management Benchmarking Can Also Support the Selection, Planning And Delivery Of Projects.
Select One:
A. Product
B. Price
C. Project
D. All
Question 8
The term …………., originates from the history of guns and ammunition, and with the same aim as for the business term; comparison and improved performance.
Select one:
A. Technical
B. Managerial
C. Financial
D. Benchmark
Question 9
This then allows organizations to develop ……….. on how to make improvements or adapt specific best practices, usually with the aim of increasing some aspect of performance.
Select one:
a. plans
b. product
c. price
d. none
Question 10
…………. is comparing ones business processes and performance metrics to industry bests and best practices from other companies.
Select one:
a. Benchmarking
b. product
c. price
d. none
10/10
Project Management (OEDL 423)-Semester IV
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Module 3:-
Case Study
One of the thinking processes in the theory of constraints, a current reality tree (CRT) is a way of analyzing many systems or organizational problems at once. By identifying root causes common to most or all of the problems, a CRT can greatly aid focused improvement of the system. A current reality tree is a directed graph. A CRT is a focusing procedure formulated by the late Eliyahu Goldratt, inventor of the theory of constraints. This process is intended to help leaders gain understanding of cause and effect in a situation they want to improve. It treats multiple problems in a system as symptoms arising from one or a few ultimate root causes or systemic core problems. It describes, in a visual (cause-and-effect network) diagram, the main perceived symptoms (along with secondary or hidden ones that lead up to the perceived symptoms) of a problem scenario and ultimately the apparent root causes or core conflict. The benefit of building a CRT is that it identifies the connections or dependencies between perceived symptoms (effects) and root causes (core problems or conflicts) explicitly. If core problems are identified, prioritized, and tackled well, multiple undesirable effects in the system will disappear. Leaders may then focus on solving the few core problems which would cause the biggest positive systemic changes.A CRT is a statement of an underlying core problem and the symptoms that arise from it. It maps out a sequence of cause and effect from the core problem to the symptoms. Most of the symptoms will arise from the one core problem or a core conflict. Removing the core problem may well lead to removing each of the symptoms as well. Operationally working backwards from the apparent undesirable effects or symptoms to uncover or discover the underlying core cause.
a …………… is a way of analyzing many systems or organizational problems at once.
Select one:
a. CRT
b. product
c. price
d. none
Clear my choice
Question 2. By identifying root causes common to most or all of the problems, a CRT can greatly aid focused improvement of the ……………
Select one:
a. product
b. price
c. system
d. all
Clear my choice
Question 3. A CRT is a focusing procedure formulated by the late Eliyahu Goldratt, inventor of the ………………
Select one:
a. theory of constraints.
b. product
c. loss
d. cost
Clear my choice
Question 4. The benefit of building a CRT is that it identifies the connections or dependencies between perceived symptoms (effects) and …………. causes (core problems or conflicts) explicitly.
Select one:
a. root
b. product
c. price
d. cost
Clear my choice
Question 5. It describes, in a visual (cause-and-effect network) diagram, the main ………… symptoms (along with secondary or hidden ones that lead up to the perceived symptoms) of a problem scenario and ultimately the apparent root causes or core conflict.
Select one:
a. perceived
b. product
c. price
d. cost
Clear my choice
Question 6. A current reality tree is a ………… graph.
Select one:
a. cost
b. price
c. directed
d. all
Clear my choice
Question 7. …………… may then focus on solving the few core problems which would cause the biggest positive systemic changes.
Select one:
a. Leaders
b. cost
c. price
d. all
Clear my choice
Question 8. Operationally working backwards from the apparent undesirable …………….. or symptoms to uncover or discover the underlying core cause.
Select one:
a. effects
b. product
c. price
d. none
Clear my choice
Question 9. Most of the symptoms will arise from the one ……….. problem or a core conflict.
Select one:
a. core
b. cost
c. price
d. all
Clear my choice
Question 10. A CRT is a statement of an underlying ………. problem and the symptoms that arise from it.
Select one:
a. Technical
b. environmental
c. Financial
d. core
Clear my choice
Project Management (OEDL 423)-Semester IV
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Module 4:-
Case Study
A very important tool under the quality planning process is design of experiments (DOE). DOE is an extremely powerful tool which, unfortunately, is often overlooked or not utilized by project managers. A DOE allows for the simultaneous testing of multiple factors or variables to determine which test factors improve results. DOE is often associated with the manufacturing environment. It is, however, a robust tool which can be utilized to improve results on just about any process in any industry including service, healthcare, finance, retail, and communications. To be sure, an experimental design does require a certain amount of expertise and know-how to run effectively. However, any project manager should be on the lookout to when, not if, but when they can utilize this tool to verify, with data, what works and what does not work before final project recommendations and implementation. As stated in Improving Performance through Statistical Thinking (ASQ, 2000), it is often tempting to declare success after implementing a proposed solution prior to obtaining evidence that the problem has actually been solved. Doing this can strain people’s credibility (p. 102). A designed experiment allows for statistical verification and validity in determining what changes truly do make a difference in the key metric of interest. The message is clear: before making changes to a process, take the time to verify, through piloting and solid statistical analysis, if improvement ideas do indeed work. DOE is one of the best tools for that very purpose. As Exhibit 3 demonstrates, the main idea behind a DOE is to list test ideas, describe each factor in terms of “levels” (generally the low level is the current procedure and the high level is the new idea), and then select a test design to fit the number of test ideas. Project managers, who also have expertise in Six Sigma, perhaps as a Green Belt, have an advantage in terms of familiarity and comfort level with the DOE tool.
Question 1. A designed experiment allows for ……….. and validity in determining what changes truly do make a difference in the key metric of interest.
Select one:
A. Statistical Verification
B. Cost
C. Price
D. All
Question 2
A DOE allows for the ……….. testing of multiple factors or variables to determine which test factors improve results.
Select one:
A. Simultaneous
B. Product
C. Loss
D. Cost
Question 3
A very important tool under the ………. planning process is design of experiments
Select one:
A. Quality
B. Product
C. Price
D. None
Question 4
An experimental design does require a certain amount of ……….. and know-how to run effectively.
Select one:
A. Expertise
B. Product
C. Price
D. Cost
Question 5
Any ………… manager should be on the lookout to when, not if, but when they can utilize this tool to verify, with data, what works and what does not work before final project recommendations and implementation.
Select one:
A. Cost
B. Price
C. Project
D. All
Question 6
DOE is an extremely powerful tool which, unfortunately, is often overlooked or not utilized by ………. managers.
Select one:
A. Product
B. Price
C. Project
D. All
Question 7
DOE is often associated with the ……….. environment.
Select one:
A. Manufacturing
B. Product
C. Price
D. Cost
Question 8
Generally the ………….. level is the current procedure and the high level is the new idea
Select one:
A. Technical
B. Environmental
C. Financial
D. Low
Question 9
Project managers, who also have expertise in ……… perhaps as a Green Belt, have an advantage in terms of familiarity and comfort level with the DOE tool.
Select one:
A. Six Sigma
B. Cost
C. Price
D. All
Question 10
The main idea behind a ………. is to list test ideas, describe each factor in terms of “levels”
Select one:
A. Doe
B. Product
C. Price
D. None
10/10
Project Management (OEDL 423)-Semester IV
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Module 5:-
Case Study
Project termination (or close-out) is the last stage of managing the project, and occurs after the implementation phase has ended. Acceptance testing has been carried out, and the project deliverables have been handed over to the client. The project team has been disbanded and unused resources have been disposed of as appropriate. All outstanding bills have been passed for payment, and the final invoices for work carried out have been issued. The main purpose of the close-out stage is to evaluate how well you performed, and to learn lessons for the future. A final project status report is prepared that should contain a summary of changes to the project scope (if any), and show how actual completion dates for project milestones and costs accrued compare with the final version of the project schedule and budget. All significant variances from the project baseline should be explained here. A review is then undertaken with the client and other project stakeholders, during which the project outcomes are evaluated against the project’s stated aims and objectives. The results of the review are recorded in a close-out report. Projects fail for many reasons, some of which are outside the control of the project manager. External factors that can affect the outcome include a changing commercial environment, lack of support from senior management (including the provision of adequate resources), or lack of co-operation from the project client. Internal factors include inadequate expertise within the project team, a lack of planning and management, poorly defined project objectives, and a failure to communicate effectively. However, despite the fact that a project may not have fulfilled the expectations of its stakeholders, future projects can benefit from the lessons learned from a post-project appraisal process. It is important to learn lessons from successful aspects of the project as well as from mistakes. In that way, not only can the same mistakes be avoided in future, but good practice can be implemented in future projects.
The close-out report will be the final report for the project. It will include an executive summary, the final status report, and an analysis of lessons learned that includes recommendations for improvements to be implemented in the handling of future projects. The close-out report will be made available to future project managers so that the lessons learned and the recommendations that are derived from them can be u
utilised. The project documentation itself will also be archived for future reference, and if it contains accurate information that has been kept up to date throughout the project it will provide a valuable source of historical data. When evaluating problems that have occurred, it is important to identify the root cause of the problem and come up with strategies for ensuring that it does not occur in future. The avoidance of certain types of problem cannot always be guaranteed (changes in scope will often occur, for example, but they can rarely be predicted). Even so, it may be possible to identify a means of detecting problems earlier in the project management process so that the negative consequences can be minimised.
Question 1. A final ……….. is prepared that should contain a summary of changes to the project scope (if any), and show how actual completion dates for project milestones and costs accrued compare with the final version of the project schedule and budget.
Select one:
a. project status report
b. product
c. price
d. cost
Question 2
A review is then undertaken with the client and other project stakeholders, during which the project ………… are evaluated against the project’s stated aims and objectives.
Select one:
a. cost
b. price
c. outcomes
d. all
Question 3
It is important to learn lessons from ……….. aspects of the project as well as from mistakes.
Select one:
a. successful
b. product
c. price
d. none
Question 4
It will include an executive summary, the final status report, and an analysis of lessons learned that includes recommendations for improvements to be implemented in the handling of future projects.
Select one:
a. close out report
b. cost
c. price
d. all
Question 5
Project ………… (or close-out) is the last stage of managing the project, and occurs after the implementation phase has ended.
Select one:
a. termination
b. product
c. price
d. none
Question 6
The main purpose of the close-out stage is to ….. how well you performed, and to learn lessons for the future.
Select one:
a. evaluate
b. product
c. price
d. cost
Question 7
The project ……….. itself will also be archived for future reference, and if it contains accurate information that has been kept up to date
Through out the project it will provide a valuable source of historical data.
Select one:
a. Technical
b. environmental
c. Financial
d. documentation
Question 8
The ………team has been disbanded and unused resources have been disposed of as appropriate.
Select one:
a. project
b. product
c. loss
d. cost
Question 9
…… testing has been carried out, and the project deliverables have been handed over to the client.
Select one:
a. product
b. price
c. Acceptance
d. all
Question 10
…………fail for many reasons, some of which are outside the control of the project manager.
Select one:
a. Projects
b. cost
c. price
d. all
10/10
Project Management (OEDL 423)-Semester IV
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Assignment
Case Study
PERT stands for Program Evaluation Review Technique. PERT charts are tools used to plan tasks within a project – making it easier to schedule and coordinate team members accomplishing the work.
PERT charts were created in the 1950s to help manage the creation of weapons and defense projects for the US Navy. While PERT was being introduced in the Navy, the private sector simultaneously gave rise to a similar method called Critical Path.
PERT is similar to critical path in that they are both used to visualize the timeline and the work that must be done for a project. However with PERT, you create three different time estimates for the project: you estimate the shortest possible amount time each task will take, the most probable amount of time, and the longest amount of time tasks might take if things don’t go as planned.
PERT is calculated backward from a fixed end date since contractor deadlines typically cannot be moved.The chief feature of PERT analysis is a network diagram that provides a visual depiction of the major project activities and the sequence in which they must be completed. Activities are defined as distinct steps toward completion of the project that consume either time or resources. The network diagram consists of arrows and nodes and can be organized using one of two different conventions. The arrows represent activities in the activity-on-arrow convention, while the nodes represent activities in the activity-on-node convention. For each activity, managers provide an estimate of the time required to complete it.
The sequence of activities leading from the starting point of the diagram to the finishing point of the diagram is called a path. The amount of time required to complete the work involved in any path can be figured by adding up the estimated times of all activities along that path. The path with the longest total time is then called the “critical path,” hence the term CPM. The critical path is the most important part of the diagram for managers: it determines the completion date of the project. Delays in completing activities along the critical path necessitate an extension of the final deadline for the project. If a manager hopes to shorten the time required to complete the project, he or she must focus on finding ways to reduce the time involved in activities along the critical path.
Question 1. PERT charts were created in the 1950s to help manage the creation of weapons and defense projects for the ……….
Select one:
a. product
b. price
c. US Navy.
d. all
Question 2
PERT is calculated ………..from a fixed end date since contractor deadlines typically cannot be moved.
Select one:
a. backward
b. product
c. price
d. cost
Question 3
PERT is similar to critical path in that they are both used to visualize the timeline and the work that must be done for a ………..
Select one:
a. project
b. product
c. price
d. cost
Question 4
The amount of time required to complete the work involved in any ……..can be figured by adding up the estimated times of all activities along that path.
Select one:
a. path
b. cost
c. price
d. all
Question 5
The chief feature of PERT analysis is a …….. that provides a visual depiction of the major project activities and the sequence in which they must be completed.
Select one:
a. cost
b. price
c. network diagram
d. all
Question 6
The network diagram consists of arrows and …….and can be organized using one of two different conventions.
Select one:
a. nodes
b. cost
c. price
d. all
Question 7
The path with the longest total time is then called the “………….. path,” hence the term CPM.
Select one:
a. Technical
b. environmental
c. Financial
d. critical
Question 8
The sequence of activities leading from the starting point of the diagram to the finishing point of the diagram is called a ………..
Select one:
a. path
b. product
c. price
d. none
Question 9
While PERT was being introduced in the Navy, the private sector simultaneously gave rise to a similar method called ………..
Select one:
a. Critical Path
b. product
c. loss
d. cost
Question 10
…….. charts are tools used to plan tasks within a project – making it easier to schedule and coordinate team members accomplishing the work.
Select one:
a. PERT
b. product
c. price
d. none
Project Management (OEDL 423)-Semester IV
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