Unveiling the Soundscape Music for Psychedelic Experiences
Proj mgmt and scm
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2. Goal:Goal:
Customer Satisfaction
Objective :Objective :
Meeting commitments on cost, schedule, quality
Milestones :Milestones :
better control through change control, CM, monitoring etc.
better predictability leading to commitments that can be met.
lower cost through reduced rework, better resource management, better planning
improved quality through proper quality planning and control
better handling of risks reducing the chances of failure
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4. 4
Organization
Project plan
Change management
Resources
People management
Team management
Cost Management
Project Variables
Quality management
Scope management
Risk Management
Communication
Project kick off
Status reporting
communication
Management
Project Governance
Project Governance Model
5. Project Management Process
planning, monitoring and control, and closureplanning, monitoring and control, and closure
before the main execution life cycle (LC) and closure after the LC
monitoring phase is in parallel with LC
Project Planning :Project Planning :
defining suitable processes for executing the project
estimating effort
defining project milestones and create a schedule
defining quality objectives and a quality plan
identifying risks and make plans to mitigate them
defining measurement plan, project-tracking procedures, training plan, team organization, etc
Process Planning :Process Planning :
process to be followed
process will decide the tasks, their ordering, milestones
plan for LC as supporting process
Life Cycle Process:Life Cycle Process:
NRE ,OJT, First Article
o adding, deleting, modifying some process steps
o fine-tuning to suit the project needs
6. Project Scheduling and Resource
Overall schedule and detailed scheduleOverall schedule and detailed schedule
Overall schedule - major milestones and final date
Detailed schedule - assignment of lowest level tasks to resources
Schedule and resource mappingSchedule and resource mapping
o the nominal delivery time for the schedule
o actual delivery time desired
o project effort as a function of project delivery time
o efforts calculation in man hour
o with effort and overall schedule decided, average project resources are fixed
o manpower ramp-up in a project for deciding the milestones
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7. consistent with milestones
identifying lowest level tasks those can be done in less than 2-3 days
deciding the tasks, assigning them while preserving high-level schedule
modifying if cannot “fit” all tasks, must revisit high level schedule
Identifying each task by name, date, duration, resource assigned
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Detailed Scheduling
9. Quality Planning
Defect Injection and RemovalDefect Injection and Removal
harness assembly is a labor intensive job
defects are injected at any stage
as quality goal is low delivered defect density, these defects are removed
done primarily by quality control (QC) activities of reviews and testing
Procedural approachProcedural approach
quality plan defines what QC tasks will be undertaken
main QC tasks - reviews and testing
guidelines and procedures for reviews and testing
adherence to the plan and procedures ensured
Quality PlanQuality Plan
drives the quality activities in the project
level of plan based on job criticality
defined QC tasks that have to be performed
specify defect levels for each QC tasks
Measurement of defect injection and removal rates, defect removal efficiency (DRE)
10. Continuous Improvement
Process Mapping and Redesign
Work Standardization
Mistake Proofing
Visibility Management Tools
Cross-training and Certification
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12. Risk Identification, Analysis and Prioritization
“what ifs”, checklists, past experience
list of “top 10” risks similar projects have seen in past
o shortage of technically trained manpower
o too many requirement changes
o unclear requirements
o not meeting performance requirements
o unrealistic schedules
o insufficient business knowledge
o working on new technology
Risk Exposure (RE) = probability of risk occurring * risk impact
o RE considered as expected value of loss for a risk
o Prioritization done based on risk exposure value
Plans are made to handle high RE risks
REs revisited periodically
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13. Tracking
Activity level monitoringActivity level monitoring
Each activity in detailed schedule is getting done
daily review
Status reportsStatus reports
weekly to take stock
Summary of activities completed, pending
Issues to be resolved
Milestone analysisMilestone analysis
A bigger review at milestones
Actual vs estimated for effort and sched is done
Risks are revisited
Changes to product and their impact may be analyzed
Cost-schedule milestone graph is another way of doing this
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20. short lead time
long lead time
predictable unpredictable
plan and optimize
quick responseplan and
replenishment
postponement
strategy
supply
demand
23. Sasmos Trends:Sasmos Trends:
long term relationships
improve performance through
determining supplier capabilities
self or internal certification to assure product quality and service
requirements
strategic partnerships- successful and trusting relationships with
top-performing suppliers
24. Quick wins as well as longer-term opportunities that could form the basis of a
structured plan of activities over the coming years to deliver the benefits.
considering the development of detailed category strategies
looking at the best geographic location for sourcing
looking across the full range of procurement levers all of which help manage
and reduce cost but also lead to reduced supply chain risk, such as
o strategic sourcing
o cost modelling
o inflation management
o Dollar fluctuation
o fixed rate contract with partners
26. Demand management - matching demand to available capacity
Linking suppliers via MRP and ERP systems
Use JIT to improve the pull of materials to reduce inventory levels
Employ TQM to improve quality compliance among suppliers
Use TCO as a tool
Cost Reduction –Plan
27. • Performance measurement
• Framework for cost analysis
• Benchmarking performance
• More informed decision making
• Communication of cost issues internally and with suppliers
• Cross-functional interaction
• Better insight/understanding of cost drivers
• Outsourcing analysis
• Continuous improvement
• Cost savings opportunities
• Focus on high potential opportunities
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Total cost ownership(TCO) Analysis
28. Total cost ownership(TCO) decisions
• low-cost commodity items
• large purchases of items in competitive markets
• large purchases from important suppliers
• large dollar volume infrequent purchase
• Procurements with significant unrecognized transaction costs
• transactions costs, via negotiation, changing suppliers, and/or improving internal operations
• cross-functional involvement in understanding item or service cost structure
• capital purchases