1. Outline Four General Tips Seven Steps of Successful Scheduling

2. General Project Management Tips 1. Get EVERYONE to love the project. What if I dont love it? If you dont love it, pretend to. We become what we pretend tobe. What if my other team members dont love it? Help them find a way. How can I bring you in? What if my client doesnt love it? Big problem. Find out what they really want see if you can dothat instead! 3. General Project Management Tips 2. One-on-one meetings eliminate potential problems. People dont always speak the truth in public. Producers should do these regularly, formally or informally. Faculty should do these at least every two weeks. 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. Dont like your teammates? Pretend to. Do internal demos to each other at least once a week! 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. The Seven Steps of Successful Scheduling 1. Define the problem. That is, What is the goal of this project? 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. Dont get too attached to your solution. 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. 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. 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. 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. 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. 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 taskeliminate potential breakdownproblems. 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 atthe end of the project. 14. Projects we should examine Dinosaurs Alive! The Virgin Island Tabletopia How was Pakistan made The Wars? Gowadar Port Tarbela Dam Motorway 15. Hey! I was on your project! You didnt alwaysdo all these things! Reasons I sometimes dont do all of these things: Lack of time (a bad excuse, but there it is) Some projects are so exploratory that scheduling them isnot really useful Sometimes, things are just going so well, all theformality doesnt seem necessary 16. Just go on read for knowledge 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. What is Supply chain?Supplier Manufacturer Distributor Retailer Customer Consists of all parties involved, directly or indirectly, in fulfilling a customer request 19. Is supply chain so simple?SupplierManufacturer Distributor Retailer CustomerSupplierManufacturer Distributor Retailer CustomerSupplierManufacturer Distributor Retailer Customer UpstreamDownstream 20. Process View CustomerCustomer OrderCycle Pull Retailer Replenishment Cycle Distributor Manufacturing Cycle Manufacturer Push Procurement Cycle Supplier 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. Why not max. individual profitability?Buy Back ManufacturerManufacturerNo riskCost = Rs. 1Cost = Rs. 1Buy BackProfit Rs. 4000 Sharing Profit Rs. 5520 at Rs. 3 RetailerRetailer Cost = Rs. 5of Cost = Rs. 5Bears All Q = 1000Q = 1200riskrisksProfit Rs. 4000 Profit Rs. 5160 Customer Customer Cost = Rs. 10 Cost = Rs. 10 Demand = 900 Demand = 1080 23. So, what is SCM? Objective is to be able to have the right products inthe right quantities (at the right place) at the right moment at minimal cost. 24. Bull Whip Effect Each organisation seek to solve the problem fromits own perspective Small changes in consumer demand result in largevariations in orders placed upstream Dramatic order size variation Amplification of order size variation as one movesup the supply chain Delay 2 weeksDelay 2 weeks Delay 2 weeksSupplier Manufacturer DistributorRetailer CustomerOrders 40Orders 25Orders 15 Buys 10 25. Causes Little or no communication between supply chainpartners. Delay times between order processing, demand, andreceipt of products. Over reacting to the backlog orders. Inaccurate demand forecasts. http://www.supplychainonline.com/previews/SCM101/3.html 26. Drivers of Supply Chain Performance Facilities Production/Storage Sites Responsiveness Vs Efficiency 27. Drivers of Supply Chain Performance Inventory Raw materials WIP Finished Goods Responsiveness Vs Efficiency Sourcing Outsourcing Transportation 28. Totalcosts TransportationCostTransportcostsInventorycosts Rail Air 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. Terms Involved Inventory lot size Replenishment Lead time Stock out Reorder Point Safety stock 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. The Inventory CycleProfile of Inventory Level Over TimeQDemandrate Constant DemandQuantityon handReorderpointTime ReceivePlace Receive Place Receive orderorder order order orderLead time 33. Decisions When to order How much to order Types of System Continuous Review Periodic Review 34. EOQ: A View of InventoryNote: No Stockouts Order when no inventory Order Size determines policyInventory Order Size Time 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. EOQ: Important Observations Tradeoff between set-up costs and holding costswhen 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. 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. Periodic Review Monitored at periodic intervals of length r Quantity set as the amount consumed during thisinterval Time b/w orders fixed 39. Distribution Steps taken to move and store a product from supplierto customer Design Options Manufacturer storage with direct shipping Manufacturer storage with direct shipping and in-transitmerge Distributor storage with package carrier delivery 40. Manufacturer storage with direct shipping Manufacturer Retailer Customers Drop Shipping 41. Manufacturer storage with direct shippingand in-transit mergeManufacturerRetailer In-transit Merge by carriers Customers 42. Distributor storage with carrier delivery Manufacturer Warehouse Storage by Distributor/RetailerCustomers 43. To Summarize Components of supply chain (SC) Objective of SC is to max. profit Bull whip effect Facilities decisions Inventory policies Distribution networks