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Project Management Strategies

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Project Management Strategies

Project Management Strategies Overview

In this assignment, you will apply what you have learned about key concepts regarding operations management. You are encouraged to leverage your work and instructor feedback on this assignment in your course project, which is due in Module Seven. Project Management Strategies.

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Scenario

You work as the chief supply chain officer at NationaliTeas, a large international corporation that manufacturers and sells tea worldwide. Its mission is to “Make the world more awake through rejuvenating and refreshing beverages and sustainable practices that uplift workers, communities, and souls.” You have recently hired the company’s first project manager and have given them their first project: Revise current workflows related to packaging at one of your tea factories to be more sustainable and more lean. As this is their first project, you will be helping them complete their task.

Prompt

Read through the Project Charter for Workflow Improvement Word Document, then review the Process Workflow for Tea Production Word Document graphic. A text-only version is available: Process Workflow for Tea Production Text-Only Version Word Document. Based on these documents, recommend removing a total of four steps from the process flowchart that can help make the process more efficient and sustainable. Explain the implications of the proposed changes, and then help the NationaliTeas team address current items in the Issue Log located in the project charter.

Specifically, you must address the following rubric criteria:

  • Lean Manufacturing: Evaluate the process flowchart to identify steps that do not add value based on the principles of lean manufacturing. Explain why you selected each step.
  • Sustainability: Evaluate the process flowchart and identify steps that should be removed or changed to improve environmental sustainability. Explain why you selected each step.
  • Process Changes: Explain the implications, both positive and negative, of removing or changing the steps from the process flowchart you identified in the previous two bullet points. Also explain how those changes would help alignment to the triple bottom line (TBL).
  • Issue Log: Analyze all entries in the Issue Log from the perspective of a project manager and explain the recommended course of action based on the project charter, noting the impact of the issue on scope, planning communications, and resourcing.
  • Operations Management Techniques: Discuss how operations management techniques, including project management and lean manufacturing, can add value to NationaliTeas.

Guidelines for Submission

Submit this assignment as a 350- to 500-word Word document. Sources should be cited according to APA style.

Module Four Assignment Rubric

Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value
Lean Manufacturing Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Identifies steps in the process flowchart that do not add value based on the principles of lean manufacturing Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying more appropriate steps to remove or change based on lean manufacturing principles and product needs Does not attempt criterion 20
Sustainability Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Identifies steps from the process flowchart that should be removed or changed to improve environmental sustainability based Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying more appropriate steps to remove or change based on environmentally friendly practices such as reducing waste or conserving water or energy Does not attempt criterion 20
Process Changes Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Explains the implications, both positive and negative, of removing or changing the identified steps from the process flowchart and how they would help alignment to the TBL Shows progress toward proficiency, but with errors or omissions; areas for improvement may include adding additional relevant details and examples to support the explanations or greater focus on alignment to the TBL Does not attempt criterion 20
Issue Log Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Explains the recommended course of action for each item listed in the Issue Log, noting the impact of the issue on scope, planning communications, and resourcing based on the identified changes to the process flowchart and the project charter Shows progress toward proficiency, but with errors or omissions; areas for improvement may include applying project management concepts to justify the next steps a project manager should take when facing the issues in the Issue Log Does not attempt criterion 20
Operations Management Techniques Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Discusses how operations management techniques, including project management and lean manufacturing, can add value to the organization Shows progress toward proficiency, but with errors or omissions; areas for improvement may include adding further examples or explanations that support how operational management techniques can support the organization Does not attempt criterion 10
Articulation of Response Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Clearly conveys meaning with correct grammar, sentence structure, and spelling, demonstrating an understanding of audience and purpose Shows progress toward proficiency, but with errors in grammar, sentence structure, and spelling, negatively impacting readability Submission has critical errors in grammar, sentence structure, and spelling, preventing understanding of ideas 5
Citations and Attributions Uses citations for ideas requiring attribution, with few or no minor errors Uses citations for ideas requiring attribution, with consistent minor errors Uses citations for ideas requiring attribution, with major errors Does not use citations for ideas requiring attribution 5
Total: 100%

Project Management

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Project Management

11–1     You have been asked to develop a work breakdown structure for a project. How should you go about accomplishing this? Should the WBS be time-phased, department-phased, division-phased, or some combination? project management.

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11–2   You have just been instructed to develop a schedule for introducing a new product into the marketplace. Below are the elements that must appear in your schedule. Arrange these elements into a work breakdown structure (down through level 3), and then draw the arrow diagram. You may feel free to add additional topics as necessary.

 

Production layout

Review plant costs

Market testing

Select distributors

Analyze selling cost

Lay out artwork

Analyze customer reactions

Approve artwork

Storage and shipping costs

Introduce at trade show

Select salespeople

Distribute to salespeople

Train salespeople

Establish billing procedure

Train distributors

Establish credit procedure

Literature to salespeople

Revise cost of production

Literature to distributors

Revise selling cost

Print literature

Approvals*

Sales promotion

Review meetings*

Sales manual

Final specifications

Trade advertising

Material requisitions

(*Approvals and review meetings can appear several times.) project management.

 

12–1   Should a PERT/CPM network become a means of understanding reports and schedules, or should it be vice versa?

 

12–2   Should PERT networks follow the work breakdown structure?

 

 

 

 

 

Case study:

 

Teloxy 
Engineering (A)

Teloxy Engineering has received a onetime contract to design and build 10,000 units of a new product. During the proposal process, management felt that the new product could be designed and manufactured at a low cost. One of the ingredients necessary to build the product was a small component that could be purchased for $60 in the marketplace, including quantity discounts. Accordingly, management budgeted $650,000 for the purchasing and handling of 10,000 components plus scrap.

 

During the design stage, your engineering team informs you that the final design will require a somewhat higher-grade component that sells for $72 with quantity discounts. The new price is substantially higher than you had budgeted for. This will create a cost overrun.

 

You meet with your manufacturing team to see if it can manufacture the component at a cheaper price than buying it from the outside. Your manufacturing team informs you that it can produce a maximum of 10,000 units, just enough to fulfill your contract. The setup cost will be $100,000 and the raw material cost is $40 per component. Since Teloxy has never manufactured this product before, manufacturing expects the following defects:

 

% defective 0 10 20 30 40

probability of occurrence (%) 10 20 30 25 15

All defective parts must be removed and repaired at a cost of $120 per part.

 

QUESTIONS

Using expected value, is it economically better to make or buy the component?

 

Strategically thinking, why might management opt for other than the most economical choice?

 

Teloxy 
Engineering (B)

Your manufacturing team informs you that it has found a way to increase the size of the manufacturing run from 10,000 to 18,000 units, in increments of 2,000 units. However, the setup cost will be $150,000, and defects will cost the same $120 for removal and repair.

 

QUESTIONS

Calculate the economic feasibility of make or buy.

 

Should the probability of defects change if we produce 18,000 units as opposed to 10,000 units?

 

Would your answer to question 1 change if Teloxy management believes that follow-on contracts will be forthcoming? What would happen if the probability of defects changes to 15 percent, 25 percent, 40 percent, 15 percent, and 5 percent due to learning-curve efficiencies?