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PPMP20009 Leading Lean Projects For Telecommunication Industry
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PPMP20009 Leading Lean Projects For Telecommunication Industry
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Course Code: PPMP20009
University: Central Queensland University
MyAssignmentHelp.com is not sponsored or endorsed by this college or university
Country: Australia
Questions:
i. Identify the root cause(s) that lead to the problems using appropriate tools and techniques.ii. Develop a continuous improvement plan to ensure the problems and issues are not repeated.iii. Elaborate on the competencies required from PEW management and employees to effectively bring about the change.
Answer:
Project Overview
The PEW organization deals with the development and manufacturing of the plastics moulding parts for the growth and development of the telecommunication industry. It is a repute company and serving the telecommunication industry from last 30 years. The market competition is increasing at a very high rate. The emergence of new suppliers has a direct impact on the decreasing profit of the company which is about 45%. The suppliers are provided the tools and equipment at better price. The owner of the company has decided to improve the relationship with the customers and suppliers. The management team is looking forward to analyse the root cause of the scenario and the solution to improve the turnover of the enterprise. The purpose of this paper is to identify the root cause of the organization failure, use of tools and technologies to understand the real situation of the company, and develops a continuous improvement plan for attaining long term sustainability of the enterprise.
Project Aim:
The aim of the project is to develop a continuous improvement plan for increasing the turnover of the PEW organization.
Project Scope
The scope of the project is to analyse the problem domain which exist with the failure of the organization working policies. The identification of the root cause for the inefficiency of the operational plan should be clearly identified with the application of tools and technologies. The continuous improvement plan should be developed for optimizing the profitability and turnover of the organization with the deployment of project management methodologies.
Identification of root cause analysis
The study of the PEW project report helps in analysing the root cause of the project failure. The case study helps in identifying the area of improvement for increasing the profitability of the enterprise. The PEW organization is not having effective plan and process schedule for developing and manufacturing of the products and tools. The limitation of the project activity schedule results in overrunning of the cost which has a direct impact on the financial stability of the enterprise. The internal and external stakeholders are not connected with effective communication system. The organization hierarchy is not properly developed for managing the flow of communication. The project owner and the top executives of the organization are not actively participates in making good and healthy relationship with the suppliers and customers. There is no medium undertaken for managing relationship with the global customers (Owens, 2010). The sale of the product is limited to the local customers only. The organization does not design an improvement plan for considering the feedback and reviews of the customers (Otieno, 2014). The market analysis and the price fixed by the market competitors are not taken under consideration during the setting of price and cost of the manufacturing product. There is no technology indulged for promoting the product among the customers. The organization do not sale out their manufactured product with a tag line or a brand name (McClinton, 2013). The sale of the organization can be improved by overcoming the issues and problems associated with the working architecture of the PEW enterprise.
Application of tools and technologies
The tools which are used for identifying the root cause of the decreasing rate of product sale are listed below:
Data Tables: The data tables are prepared for analysing the gaps and flaws which exist with the working architecture of the organization. The development of the work matrix helps in analysing the contribution of the stakeholders according to the salary provided to them. The division of work should be according to the efficiency and capability of the stakeholders. The data tables helps in analysing the status of work done by the stakeholders in the given period of time. It helps in identifying the process of communication used for managing the flow of information and resources among the member participants.
Pareto Analysis: The Pareto analysis helps in identifying the team management plan for solving the problems and complexities associated with the operational plan of the PEW enterprise. It is the visual format for identifying the limitation and problems. The progress report of the enterprise can be analysed.
Cause and Effect Analysis: The cause and effect diagram helps in developing the graphical representation of the problems and their impact on the working operational plan of the enterprise. The limitation of the project charter, cost estimation, distribution of responsibilities, system analysis, quality standards, stakeholder engagement plan, and others had a direct impact on the project schedule, quality of product, delay in the project, overrunning of cost, and resource utilization.
Check List: The quality checklist is prepared for analysing and reviewing the customer demands with the expected quality of the manufactured product of the PEW organization. The checklist is prepared for analysing the status of the project processes undertaken such as completion of the project scope management plan, identification of risks, project benefits, costs, and others.
Histogram: The histogram is prepared for analysing the resource utilization for completing the project activity schedule within the given specified time. The emphasis should be given on tracking the work performance of the team members and their contribution in the completion of the project schedule.
Scatter Diagram: The scatter diagram is used for analysing the sale of the manufacturing product. The profit and loss of the organization can be measured with the demonstration of the scatter diagram.
Control Charts: The control charts are used for analysing the performance of the project schedule and the completion of work with the given specified time of the project.
Assumptions
It can be assumed that the project stakeholders are having good expertise in their respective work
The distribution of the resources and information is effectively carried out in the working and operational plan of the enterprise
Employees accept the change management plan without putting any obligations
Work is divided among the team members according to their skills and expertise
Machinery and equipment are of good quality
Continuous improvement plan
The continuous improvement plan is developed for the PEW organization to manage stability in the global competitive world. The efficiency of the manufacturing product sale should be increased for enhancing the profit and turnover of the enterprise. The PMBOK methodology is selected for developing the continuous improvement plan for the enterprise. The deployment of the PMBOK methodology helps in increasing the customer satisfaction, alignment of strategic plan of the business with the organization goal and objectives, increases manufacturing productivity of the organization, helps in gaining competitive advantage, increases operational functionality of the enterprise, improving better management of the cost estimation plan, analysing the market competition and trend and technologies used by them in the development of the product, predicting the performance of the project that it meets the quality standard or not, improving level of communication between the member units, and increasing efficiency of decision taking.
Problems identified
The following tables shows the problems which are identified with the deployment of continuous improvement plan and changing the traditional way of completing the project manufacturing process.
Problems Identified
Issues Severity
Issues Likelihood
Issues Ranking
Risk Probability
Risks Impact
Risks Description
Change in the organization goal and objectives
4
2
6
High
Medium
The employees are not aware of the change in the organization goal and objectives
Strategic issues
1
3
4
Medium
High
The strategy of the project is not appropriate according to the need and requirement of the project goal
Selection of correct project methodologies
3
1
4
Medium
Low
The right methodology is not selected for developing the project schedule
Incompetency of the employees
1
2
3
Low
High
The employees are not having skills and expertise in carrying over the required project responsibilities.
Wrong estimation of project cost
3
3
6
High
Medium
The market analysis of the project is not properly done
Action Taken
Problems Identified
Problem mitigation strategy
Change in the organization goal and objectives
The changes in the organization goal and objectives should be done with the active participation and contribution of the stakeholders
Strategic issues
The strategy and operational plan should be developed according to the project goal
Selection of correct project methodologies
The project management methodologies helps in improving the design of project schedule
Incompetency of the employees
The extra training program should be arranged for the employees to develop their skills and expertise according to the project requirement
Wrong estimation of project cost
The market analysis and price fixed by the competitors should be evaluated before developing the project cost estimation plan (Krahn, and Hartment, 2006)
Resources Required
Resources
No. of units
Responsibilities
Project Owner
1
Identification of change request
Clarification in the requirement specification plan
Project Manager
1
Identification of root cause
Selection of project methodology
Selection of tools for analysing the problems
Development of cause and effect diagram
Development of project schedule
Distribution of required work
Setting of time duration
System designer
2
The system is designed for developing the marketing strategies for the organization (Mansfield community, 2013)
Internal Consultant
2
Innovative ideas for branding
Innovative marketing tools
Development of product features videos
External Consultant
2
Focuses on managing good working climate’
Focuses on developing good relationship with the supplier
Focuses on managing relationship with the customers from the global world
Focuses on minimizing the political risks and control over the working performance of the project (Rauber, 2014)
Risks Manager
1
Identification of problem domain
Development of problem mitigation strategy (Passenheim, 2015)
Quality manager
1
Develops the quality standard for the project
Project Sponsors
3
The funding should be approved by the investors.
Follow-up action and status
Resources
Messages
Frequency
Communication tools
Receiver
Status
Project Owner
Identification of change request
Clarification in the requirement specification plan
Monthly
Emails
Telephone
Face to face discussion
Round table discussion
Newsletter
Circulars
Audio Conferencing
Video Conferencing
Social Networks
Project Manager
Completed
Project Manager
Identification of root cause
Selection of project methodology
Selection of tools for analysing the problems
Development of cause and effect diagram
Development of project schedule
Distribution of required work
Setting of time duration
Daily
Emails
Telephone
Face to face discussion
Round table discussion
Newsletter
Circulars
Audio Conferencing
Video Conferencing
Social Networks
Project Owner
System Designer
In-process
System designer
The system is designed for developing the marketing strategies for the organization
Daily
Emails
Telephone
Face to face discussion
Round table discussion
Newsletter
Circulars
Audio Conferencing
Video Conferencing
Social Networks (Kharaiweish,2013)
Consultants
In-process
Internal Consultant
Innovative ideas for branding
Innovative marketing tools
Development of product features videos
Monthly
Emails
Telephone
Face to face discussion
Round table discussion
Newsletter
Circulars
Audio Conferencing
Video Conferencing
Social Networks
Designer
Project Manager
In-process
External Consultant
Focuses on managing good working climate’
Focuses on developing good relationship with the supplier
Focuses on managing relationship with the customers from the global world
Focuses on minimizing the political risks and control over the working performance of the project (Moujib and Aziz, 2017)
Monthly
Emails
Telephone
Face to face discussion
Round table discussion
Newsletter
Circulars
Audio Conferencing
Video Conferencing
Social Networks
Project Manager
Project Owner
Completed
Risks Manager
Identification of problem domain
Development of problem mitigation strategy (Vaskimo, 2012)
Fortnightly
Emails
Telephone
Face to face discussion
Round table discussion
Newsletter
Circulars
Audio Conferencing
Video Conferencing
Social Networks
Project Manager
Completed
Quality manager
Develops the quality standard for the project
Monthly
Emails
Telephone
Face to face discussion
Round table discussion
Newsletter
Circulars
Audio Conferencing
Video Conferencing
Social Networks
Project Manager
Not Started
Project Sponsors
The funding should be approved by the investors.
Emails
Telephone
Face to face discussion
Round table discussion
Newsletter
Circulars
Audio Conferencing
Video Conferencing
Social Networks
Project Manager
In-process
Business and strategic management
The PMBOK methodology is used for developing the continuous improvement plan for the project. The PMBOK methodology is composed of 49 activities and focuses on the development of 10 knowledge areas for the successful completion of the project. Some of the project activities are identification of the internal and external stakeholders, planning and scheduling of activities, project charter, resource plan, estimation of cost, and others. The following knowledge areas are taken under consideration for the development of effective project schedule:
Knowledge Areas
Description
Project Integration management plan
The integration plan helps in improving the performance of the operational plan for the project by developing effective project activities, preparation of the project charter for approval, Designing of project work distribution, management of project required knowledge, controlling process, change management, and closure of the project development
Project Scope management plan
The requirement should be clearly defined for the development of the project scope. The procedures for validating and controlling the scope should be developed
Project Schedule management
The Work breakdown structure is prepared of the project activities.
Project cost management
Cost estimation plan and cost breakdown structure should be prepared
Project Quality management
The validation and verification processes for approving the quality of the project should be determined (Rauber, 2014)
Project Communication management
The flow of information in the organization hierarchy
Project Resource management
Management of resources according to the requirement of the stakeholders
Project risks management plan
Identification of risks and its impact helps in analysing the process of risks allocation
Project Stakeholder management plan
It focuses on identification of the stakeholders, planning the stakeholder work structure, managing resources, and monitoring of the stakeholder engagement program
Project Procurement plan
It focuses on identifying the resources required for the project, inventory management, purchasing of the resources, and controlling the procurement process (Wilson, 2012)
Technical Management
The technical management program helps in analysing the systematic approach for completing the undertaken project installation with efficiency. The systematic sequence of activities is highlighted below:
Identification of the project goal and objectives
Analysing the project charter
Analysing the work breakdown structure of the project
Development of the technical conceptual model
Development of the logical and physical design of the undertaken project (Dunna, and Burela, 2010)
Programming
Development of the test plan
Development verification and validation of the test procedures
Evaluating the output of the test plan
Updating the system
Installation and implementation of the project
Handover for operation
Leadership
The success of the project can be achieved by having good leadership in the working environment of the project because a good leader actively participates in:
Managing good and healthy relationship with the employees
Managing good and healthy working environment (Lindh, 2012)
Following ethical code of conduct
Avoid discrimination
Having good creative thinking and skills
Respect others culture and belief
Motivate employees positively
Manage grievances of the working employees
Conclusion
It can be concluded that the problems and uncertainties associated with the failure of the current working of PEW organization can be resolved by deploying the PMBOK project methodology to focus on improving all knowledge areas of the project. The cause and effect diagram helps in developing the graphical representation of the problems and their impact on the working operational plan of the enterprise.
References
Dunna, B., and Burela, V. (2010). Success factors for effective implementation of project controls in contracting companies. Retrieved from https://www.diva-portal.org/smash/get/diva2:141247/FULLTEXT01.pdf
Kharaiweish, M. (2013). Project Monitoring and control measures. International Journal of computer science and information technology, 5(5). Retrieved from https://airccse.org/journal/jcsit/5513ijcsit03.pdf
Krahn, J., and Hartment, F. (2006). Effective project leadership: A combination of project manager skills and competencies in context. International conference on new direction in project management. Retrieved from https://www.pmi.org/learning/library/leadership-project-manager-skills-competencies-8115
Lindh, C. (2012). How does information technology impact on business relationships? The need for personal meetings. 1st ed. [ebook]. Retrieved from https://www.impgroup.org/uploads/papers/6732.pdf
Mansfield Community. (2013). Introduction to project management. 1st ed. Ebook. Retrieved from https://www.mansfield.vic.gov.au/Libraries/Community_Development/Intro_to_Project_Management_Manual.sflb.ashx
McClinton, P. (2013). Project Management methodologies: a review of literature. Retrieved from https://www.academia.edu/7055300/Project_Management_Methodologies_A_Review_of_the_Literature
Moujib and Aziz. (2017). Lean Project management. 1st ebook. Retrieved from https://www.pmi.org/learning/library/lean-project-management-7364
Otieno, F. (2014). The role of monitoring and evaluation in projects. 1st ed. [ebook]. Retrieved from https://www.irbnet.de/daten/iconda/CIB8942.pdf
Owens, J. (2010). Risk management. Retrieved from https://agile.csc.ncsu.edu/SEMaterials/RiskManagement.pdf
Passenheim, O. (2015). Project Management. 1st ed. [ebook]. Retrieved from https://home.hit.no/~hansha/documents/theses/projectmanagement.pdf
Rauber, J. (2014). A Critical analysis of quality management. 1st ebook. Retrieved from https://www.ijmp.jor.br/index.php/ijmp/article/view/121/379
Vaskimo, J. (2012). Organization project management methodologies. Retrieved from https://aaltodoc.aalto.fi/bitstream/handle/123456789/19005/isbn9789526065861.pdf?sequence=4
Wilson, D. (2012). Project Governance. Retrieved from https://www.masterresearch.com.au/downloads/pdfs/Project_Governance_V2.pdf
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