1. Providing adequate resources is key to productivity – Comment.

Explain the relevance of Work

Breakdown Structure in determining responsibility area. What do you understand by Resource
Smoothing?
Ans-Key elements of a Productivity Improvement Program:
1. Obtain Upper Management Support. Without top management support, experience shows a PIP likely will fail. The
Chief Executive Officer should issue a clear, comprehensive policy statement. The statement should be communicated
to everyone in the company. Top management also must be willing to allocate adequate resources to permit success.
2. Create New Organizational Components. A Steering Committee to oversee the PIP and Productivity Managers to
implement it are essential. The Committee should be staffed by top departmental executives with the responsibilities of
goal setting, guidance, advice, and general control. The Productivity Managers are responsible for the day-to-day
activities of measurement and analysis. The responsibilities of all organizational components must be clear and well
established.
3. Plan Systematically. Success doesn't just happen. Goals and objectives should be set, problems targeted and rank
ordered, reporting and monitoring requirements developed, and feedback channels established.
4. Open Communications. Increasing productivity means changing the way things are done. Desired changes must be
communicated. Communication should flow up and down the business organization. Through publications, meetings,
and films, employees must be told what is going on and how they will benefit.
5. Involve Employees. This is a very broad element encompassing the quality of work life, worker motivation, training,
worker attitudes, job enrichment, quality circles, incentive systems and much more. Studies show a characteristic of
successful, growing businesses is that they develop a "corporate culture" where employees strongly identify with and
are an important part of company life. This sense of belonging is not easy to engender. Through basic fairness,
employee involvement, and equitable incentives, the corporate culture and productivity both can grow.
6. Measure and Analyze. This is the technical key to success for a PIP. Productivity must be defined, formulas and
worksheets developed, sources of data identified, benchmark studies performed, and personnel assigned. Measuring
productivity can be a highly complex task. The goal, however, is to keep it as simple as possible without distorting and
depreciating the data. Measurement is so critical to success, a more detailed analysis is helpful.
The Global delivery model (GDM) is adopted by an industry or business such that it has a capability to plan design,
deliver and serve to any customer or client worldwide with speed, Accuracy, Economy and reliability.

The key features of GDM are:-

a) Standardization: Ingenious design and development of components and features which like to be accepted by
90% of worldwide customer. Global standard of design focusing on highly standardized method and processes of
manufacture or development. Adopt block-and-socket concept with minimum adaptable or connection.
b) Modularization: Product or solution split up into smallest possible individual identifiable entities, with limited
individuals functioning capability but powerful and robust in combination with other modules.
c) Minimum customization: Minimum changes or modifications to suit individual customers.
d) Maximum micro structuring: splitting of the product modules further into much smaller entity identifiable more
through characteristics rather than application features. Approach through standardization of these microbial
entities even across multiple modules. Application of these microbial entities to rest within multiple projects or
products or even as add-ons suit belated customer needs.

Resource smoothing is part of the resource levelling process. In itself, resource smoothing is the process that, not
withstanding any constraints imposed during the levelling process, attempts to determine a resource requirement
that is "smooth" and where peaks and troughs are eliminated. For example, even if 7 units of a given resource are
available at any one time, utilizing 5 of these units each week is preferable to 4 one week, 7 the next, 2 the next
and so on. Even if there is no limit to the amount of any one resource available, it is still desirable that resource
usage is as smooth as possible. Given that the resource requirements of those activities on the critical path are
fixed, some order or priority needs to be established for selecting which activity and which particular resource
associated with this activity should be given priority in the smoothing process. In determining which activity
should be given priority, a subjective judgment should be made about the type of resource (or resources)
associated with each activity; priority should be given to the activities whose resources are considered to be most
important. Beyond this consideration, activities should be ranked in order of total work content and total float or
slack available for that activity. A useful device for prioritizing is to consider the ratio of total work content/total
float remaining and give priority to activities with the highest value of this ratio.
1. Explain the concept of concurrency in High Technology Development. What are the main utilities of an
ERP package? What is the significance of reviewing ROI?
Ans-
Always aim one step higher in performance usually; high technology development has a long gestation period. By the time
the product is perfected, it might have become obsolete. This necessitates that the period be shortened. The other
alternative is to make technology development futuristic i.e. keeps the aim or target one step beyond what is required.
Combination of both will yield better results. Using principles of concurrent engineering, we can start building
components as developed and assembling on ad hoc basis and testing them and making changes taking into consideration
any new requirements. Every effort to make the product
Contemporary will improve the competitive advantage. Build concurrency into every activity Building concurrency into
every activity is essential to reduce the development cycle time and to counter the technology obsolescence. Many of the
tasks that are normally done in a serial fashion can be done in parallel by synchronizing the flow of information. The
practices of the concurrent engineering where the design of the product and all its associated processes are carried out
simultaneously based on team work and participation. Would not only help in reducing the development cycle time, but
also improves the product functionality with regard to requirements. Concurrency can be accomplished in many ways both
for product development as well as technology transfer, user evaluation and production.

Integration is Key to ERP Systems

Integration is an exceptionally significant ingredient to ERP systems. The integration between business processes helps
develop communication and information distribution, leading to remarkable increase in productivity, speed and
performance.

The key objective of an ERP system is to integrate information and processes from all functional divisions of an
organization and merge it for effortless access and structured workflow. The integration is typically accomplished by
constructing a single database repository that communicates with multiple software applications providing different
divisions of an organization with various business statistics and information.

The Ideal ERP System

An ERP system would qualify as the best model for enterprise wide solution architecture, if it chains all the below
organizational processes together with a central database repository and a fused computing platform.

Manufacturing

Engineering, resource & capacity planning, material planning, workflow management, shop floor management, quality
control, bills of material, manufacturing process, etc.

FinancialsAccounts payable, accounts receivable, fixed assets, general ledger, cash management, and billing
(contract/service)

Human ResourceRecruitment, benefits, compensations, training, payroll, time and attendance, labour rules, people
management

Supply Chain ManagementInventory management, supply chain planning, supplier scheduling, claim processing, sales
order administration, procurement planning, transportation and distribution

ProjectsCosting, billing, activity management, time and expense

Customer Relationship ManagementSales and marketing, service, commissions, customer contact and after sales
support

ERP Systems Improve Productivity, Speed and Performance

Prior to evolution of the ERP model, each department in an enterprise had their own isolated software application which
did not interface with any other system. Such isolated framework could not synchronize the inter-department processes
and hence hampered the productivity, speed and performance of the overall organization. These led to issues such as
incompatible exchange standards, lack of synchronization, incomplete understanding of the enterprise functioning,
unproductive decisions and many more.

For example: The financials could not coordinate with the procurement team to plan out purchases as per the availability
of money.
Implementation of an ERP System
Implementing an ERP system in an organization is an extremely complex process. It takes lot of systematic planning,
expert consultation and well structured approach. Due to its extensive scope it may even take years to implement in a large
organization. Implementing an ERP system will eventually necessitate significant changes on staff and work processes.

• Consulting Services - are responsible for the initial stages of ERP implementation where they help an
organization go live with their new system, with product training, workflow, improve ERP's use in the specific
organization, etc.
• Customization Services - work by extending the use of the new ERP system or changing its use by creating
customized interfaces and/or underlying application code. While ERP systems are made for many core routines,
there are still some needs that need to be built or customized for a particular organization.
The ERP implementation process goes through five major stages which are Structured Planning, Process Assessment,
Data Compilation & Cleanup, Education & Testing and Usage & Evaluation.

1. Structured Planning: is the foremost and the most crucial stage where an capable project team is selected, present
business processes are studied, information flow within and outside the organization is scrutinized, vital
objectives are set and a comprehensive implementation plan is formulated.
2. Process Assessment: is the next important stage where the prospective software capabilities are examined,
manual business processes are recognized and standard working procedures are constructed.
3. Data Compilation & Cleanup: helps in identifying data which is to be converted and the new information that
would be needed. The compiled data is then analyzed for accuracy and completeness, throwing away the
worthless/unwanted information.
Advantages of ERP Systems

There are many advantages of implementing an EPR system. A few of them are listed below:

• A perfectly integrated system chaining all the functional areas together

• The capability to streamline different organizational processes and workflows
• The ability to effortlessly communicate information across various departments\
• Improved efficiency, performance and productivity levels
Disadvantages of ERP Systems

While advantages usually outweigh disadvantages for most organizations implementing an ERP system, here are some of
the most common obstacles experienced:

• The scope of customization is limited in several circumstances

• The present business processes have to be rethought to make them synchronize with the ERP
• ERP systems can be extremely expensive to implement
• There could be lack of continuous technical support

Return on Investment (ROI) is the calculated benefit that an organization is projected to receive in return for investing
money (resources) in a project. Within the context of the Review Process, the investment would be in an information
system development or enhancement project. ROI information is used to assess the status of the business viability of the
project at key checkpoints throughout the project’s lifecycle. ROI may include the benefits associated with improved
mission performance, reduced cost, increased quality, speed, or flexibility, and increased customer and employee
satisfaction. ROI should reflect such risk factors as the project’s technical complexity, the agency’s management capacity,
the likelihood of cost overruns, and the consequences of under or non performance. Where appropriate, ROI should reflect
actual returns observed through pilot projects and
prototypes.ROI should be quantified in terms of dollars and should include a calculation of the breakeven point (BEP),
which is the date when the investment begins to generate a positive return. ROI should be recalculated at every major
checkpoint of a project to se if the BEP is still on schedule, based on project spending and accomplishments to date. If the
project is behind schedule or over budget, the BEP may move out in time; If the project is ahead of schedule or under
budget the BEP may occur earlier. In either case, the information is important for decision making based on the value of
the investment throughout the project lifecycle.
Any project that has developed a business case is expected to refresh the ROI at each key project decision point (i.e., stage
exit) or at least yearly.

If the detailed data collection, calculation of benefits and costs, and capitalization data from which Return on Investment
(ROI) is derived was not required for a particular project, then it may not be realistic or practical to require the retrofit
calculation of ROI once the project is added to the Review portfolio. In such a case, it is recommended that a
memorandum of record be developed as a substitute for ROI. The memorandum should provide a brief history of the
program, a description of the major benefits realized to date with as much
Quantitative data as possible and a summary of the process used to identify and select system enhancements.
Some of the major benefits experienced by sites that installed the information system that would be important to include in
the memorandum are: a) Decommissioning of mainframe computers
b) Reduction/redirection of labour
c) Elimination of redundant systems
d) Ability to more cost effectively upgrades all sites with one standard upgrade package.
In each case above, identify the specific site, systems, and labour involved in determining the cited benefit. Identify any
costs or dollar savings that are known or have been estimated. The memorandum will be used as tool for responding to
any future audit inquiries on project ROI. For the Project Management Review; it is recommended that the project leader
replace the text on the ROI document through
(1) A note stating which stage of its cycle the project is in;
(2) A bulleted list of the most important points from the memorandum of record; and
(3) A copy of the memorandum of record for the Review repository.
In subsequent Reviews of the information system, the ROI slide can be eliminated from the package. There is one notable
exception to this guidance. Any internal use software project in the maintenance phase of its lifecycle that adds a new site
or undertakes an enhancement or technology refresh that reaches the cost threshold established by Standard will need to
satisfy capitalization requirements. It requires all agencies to capitalize items acquired or developed for internal use if the
expected service life is two or more years and its cost meets or exceeds the agency’s threshold for internal use software.
The standard requires capitalization of direct and indirect costs, including employee salaries and benefits for both Federal
and Contractor employees who materially participate in the Software project. Program managers are considered to be the
source of cost information for internal use software projects. If capitalization data is collected for the project in the future,
the project would be expected to calculate and track its ROI.

1. Explain three levels of SCMo documentation. Explain PILIN. Explain in detail GDM and its key features.
Ans-
It is possible today to establish a system aligned with an organization supply chain. It can be an add-on to existing ERP
systems.
The main objectives are:
i. Prevention of stock-out and over supply
ii. Early warnings, elimination of bull-whip effect
iii. Optimized allocation in bottleneck situations due to network-wide inventory and demand transparency.
The main principles behind is the integration of supply chain participants, exchange of demand and inventory information,
transparency & visibility of inventories and demands for multi-level supply chain. It also eliminates time lags in the
information flow and ensures synchronization of demand information. SCMo set up (initialisation): The main steps for the
set are;
a) Determination of the potentially critical part of the supply network criteria.
b) Mapping of structures a) high shortage risk and effect, long lead and reaction times, high total inventory cost,
frequent engineering changes.
Main features- The main features of such systems are:
i. Releases and Interactions Planning- it is a simple way to create project plan.
ii. Dashboard- It is a quick project status reporting tool.
iii. To-Do lists_ Identify and list the integrated assignments
iv. Integrated QA_ Bug tracking, test cases management, user story-to-bugs traceability, QA stats and
charts.
v. Time Tracking- Create more accurate estimate of time.
A typical iteration plan methodology
 a) Add release (iterations will be generated automatically)
b) Add user stories
c) Assign user stories on iterations (control team velocity)
d) To plan next iteration just assign required user stories and control remaining velocity units.
e) View assigned tasks and bugs
f) Change bugs status
g) Add spent time
h) Spent time report could be added form To-do list. To simplify time calculation today’s time shown in the form.
i) Bugs status could be changes right from the To-do list as well. So developer spends less time on frequent actions.

PILLIN

Growing realization that sustainable identifier infrastructure is required to deal with the vast amount of digital assets being
produced and stored within universities. PILIN is a particular challenge for e-research communities where massive
amount of data are being generated without any means of managing this date over any length of time. The broad
objectives are to:

I. Support adoption and use of persistent identifiers and shared persistent identifier management services by the
project stakeholders.
II. Plan for a sustainable, share identifier management infrastructure that enables persistence of identifiers and
associated services over archival lengths of time.
III. Deploying a worldwide site consolidated solution for exchange sever 2003 at Microsoft.
IV. Pictures
V. Using Microsoft exchange server 2003 to consolidate more than 70 messaging sites worldwide into seven
physical locations.