Responsibilities of the Project Manager Constructing a Bridge - Assignment Example

? Operation Management Question Responsibilities of the Project Manager A project manager is responsible for smooth running as well as completion of a particular project. The primary responsibilities of a project manager have been described hereunder. Effectual planning Ingenious execution of available resources Ensuring successful completion or end of a project Organising as well as directing the project Organising meetings with the team members as well as triggering deliberate actions along with performing the analysis of business value Performing effective cost planning Monitoring the overall project operations Motivating as well as leading the entire project team Making inspections followed by reports relating to quality control of the project Inspecting the organisational structure so as to control the entire project competently and most importantly acting in response to the risks arising in the course of operating the project (New Zealand Institute of Quantity Surveyors, 2006). The responsibility of a project manager can be identified by considering the following case. For instance, a particular project manager has been provided with the responsibility of constructing a bridge and who would also need to ensure that the bridge remains serviceable for the initial 20 years of use. Thus, any failure to build the bridge during the period would need to be corrected at the expense of the project manager. In order to complete the project i.e. construction of the bridge successfully, the project manager would have to perform the aforementioned responsibilities (Munns & Bjeirmi, 1996). Demonstration of Technique 1 The technique i.e. Critical Path Analysis (CPA) ensures the completion of a particular project ‘on time’ and ‘on budget’. It computes the time as well as determines the investment amounts which greatly contribute towards finishing a project ‘on time’ and ‘on budget’. Moreover, the technique i.e. the CPA helps to forecast whether a particular project can be completed successfully with regard to the stipulated finance as well as time (Jessop, n.d.). The technique i.e. CPA is mainly drawn by taking into concern the various dependencies such as the accessibility of labour and valuable resources. Moreover, the technique i.e. CPA can make the differentiation between success and failure upon any complex project. It is much valuable for evaluating the significance of the difficulties which are faced while implementing a project plan. The technique of CPA can be implemented by following the diagram. Source: (Baker, 2004). Demonstration of Technique 2 The other technique which facilitates the execution of a project ‘on time’ and ‘on budget’ is ‘Gantt Chart’ method. This technique is fundamentally learnt to be a valuable tool in order to analyse as well as plan different complex projects. Moreover, it is recognised to be a strong as well as a standard instrument with respect to project management. The technique i.e. the ‘Gantt Chart’ can be used for making certain of the actuality that the project can be completed ‘on time’ and ‘on budget’ because it aids to divide the procedures in simpler forms, recognises every important tasks relating to the project , establishes duration and identifies overlapping works. These vital features of ‘Gantt Chart’ eventually lead to the accomplishment of a project ‘on time’ and ‘on budget’ (The Centre for Academic Development, 2001). The diagram of “Gantt Chart" has been provided hereunder. Source: (The Centre for Academic Development, 2001). Question 2 Principles of Performance Management The conception of performance management is principally described as a continuing procedure which is perceived as a strategic approach and offer successful results within a company by enhancing the performance and developing the proficiencies of the individuals and teams. The major objectives of performance management include supporting personal growth as well as team development, raising the degree of team performance by promoting employee training to attain better standard of work performance. In this similar context it has been found that the various principles of performance management are generating openness as well as transparency, performing improvement analysis of the teams and most importantly delivering feedback about the job performance to every individual (Ministry of Business, Innovation & Employment, n.d.). Scott Technology Limited is a New Zealand company which deals with the aspect of planning and making of automatic production and process machinery. The company offers spare parts and equipment upgrades related to process machinery and automated production to its valuable customers throughout the globe. In relation to the principles of performance management, it has been observed that the company improves the efficiency of its personnel as well as raises the operational standards by delivering periodic performance feedback about the performances to every individual personnel. The company builds and maintains an effective interrelation with its staff by establishing a working environment which relates to sincerity and lucidity. Moreover, with regard to the principles of performance management, it has been viewed that Scott Technology employed innovative technologies in order to enhance the performance of both its products as well as employees. In this regard, the company established innovative product designs and pioneering engineering abilities for the purpose of producing superior quality products (Scott Technology Ltd., 2012). Application of Performance Measure 1 One of the performance measurement frameworks which can prove advantageous for a company such as Scott Technology is balanced scorecard. The notion of balanced scorecard is considered as a strategic planning method which is used by different companies to develop their internal and external communications with every individual as well as stakeholders and examine the company’s performance in relation to the strategic objectives (Waymark Solutions, 2010). The balanced scorecard enables the project managers of different organisations to keep the track of the execution of different activities performed by them while conducting a particular project. The fundamental characteristic of balanced scorecard is that it provides the managers of any business organisation a better balanced view about their organisational performances. The design of balanced scorecard can be viewed from the perspective of finance, customers, internal business and business learning (Cobbold & Lawrie, 2002). The diagram of a balanced scorecard is given hereunder. Source: (Cobbold & Lawrie, 2002). For instance; Scott Technology established itself as a worldwide leader in automation technology industry due to increased operational efficiency of its employees through effective training programs. (Scott Technology Ltd., 2012). Application of Performance Measure 2 The other performance measure i.e. Activity-Based Costing method can also be implemented in Scott Technology. In general, Activity-Based Costing (ABC) as a performance measure relates to a system which assists the different business enterprises or companies to make long-term decisions. Moreover, the measure i.e. ABC is considered to be a suitable measure to enhance the internal decision-making procedure of the companies (Moll, 2005). For instance, the vision of Scott Technology is to become a worldwide innovator in automation industry. To fulfil this significant target, the company attempts to recognize and pursue new business prospects especially in the area of automation. By considering this scenario, it can be stated that the performance measure of ABC can be applied which would ultimately support the company i.e. Scott Technology to make long-term decisions by determining several important business activities for accomplishing its desired objectives (Scott Technology Ltd., 2012). By determining the inventory costs, identifying various stock categories and measuring the business value of Scott Technology through ABC, the company can recognise its business opportunities along with making certain of the fulfilment of its desired vision of becoming a global leader in the automation industry (Moll, 2005). Question 3 Definition of Total Quality Management The notion of ‘Total Quality Management’ (TQM) is fundamentally described as an inclusive management approach which is extensively used by business enterprises to enhance their quality and business operational procedures. The enterprises strongly believe that their quality and productivity can be increased substantially by implementing TQM successfully. The main constituents of TQM approach include leadership, teamwork, communication, training and integrity. The approach reveals that the product quality and the operational procedures of a business enterprise depends upon every individual who are found to be involved in the manufacturing procedure of the products offered by such enterprises. The approach focuses upon the important factors which include strategic planning, customer engagement and process management among others (Stamm, n.d.). Application of Total Quality Management to teaching courses at Unitec Institute of Technology Unitec Institute of Technology is the biggest technology institute in New Zealand which provides degree programs in the field of art, business as well as technical subjects (Unitec Institute of Technology, 2012). Performance management could be best applied to this technology institute in terms of service i.e. education approach. In this regard it can be mentioned that the TQM approach should be implemented by the senior management officials of Unitec which would aid to empower its personnel to identify the needs of the students. Moreover, the application of TQM can be attained by Unitec in the form of offering effective training to the employees for the purpose of satisfying the goals of Unitec (Stamm, n.d.). Importance of quality in relation to operational costs and benefits The aspect of quality plays an imperative part in every business enterprise. The business enterprises tend to enhance the quality of the products as well as the operational procedures in order to attain significant business objectives. In relation to the operational costs and benefits, it has been apparently observed that the operational costs of the companies generally rise while enhancing their services due to the introduction of innovative technologies or developing any training services. By raising the quality, the companies can attain several potential benefits which include increase in profitability, market share and competitive position over the chief market contenders (Sarin, 2007). Importance of quality in relation to productivity The business enterprises broadly value the importance of quality in order to accomplish their several business benefits. The imperative benefit that the companies derive by enhancing the quality of their services along with operational procedures is enhanced productivity. The different business enterprises enhance the quality of their services to increase as well as to raise their productivity which in turn makes the companies attain their desired objectives by a considerable level (Sarin, 2007). Challenges in achieving quality The different business or educational enterprises such as Unitec Institute of Technology can witness significant challenges in order to achieve quality in their services and operational procedures. The challenges include huge operational costs, manpower requirement, lack of guidance of technical supervisors and management decision. For instance, in order to provide excellent educational services to the students, Unitec might face certain crucial challenges like shortage of skilled educational professionals and lack of educational tools or infrastructures (Sarin, 2007). Marketing & compliance issues One of the major marketing or compliance issues, which is often faced by the companies is regarding their supply chain management. In this context, the business enterprises face difficulty in marketing along with the distribution of their various products due to rising operational costs and augmenting technological advancements among others. In order to mitigate the problem of supply chain management, the business or the educational services such as Unitec should introduce an operational framework for the motive of measuring the conditions of supply chain management (Sarin, 2007). Question 4 Description of 7 TQM tools The different tools related to TQM include Flowcharts; Scatter diagrams, Check sheets, Ishikawa diagrams, Pareto charts, Histograms and Control charts. The tool of flowcharts is mainly used as a kind of diagram which shows various useful steps in a particular process. The tool of scatter diagrams is often used as a vital instrument for analysing the interrelation amid two different variables. Check sheets are usually used as a sort of document in order to gather data for easy recording of the desired information. Ishikawa diagrams are used for recognising potential factors which causes an overall effect. Pareto charts are mainly used as a chart which portrays the relative significance of the interrelation amid the groups of data. The tool of Histogram is used as a graphical depiction showing visual thought of the distribution of data. The tool of Control chart is used as a numerical instrument which is used to differentiate between distinctions in a procedure which results from any kind of special causes (Taylor & Wilson, 1996). Application of flowcharts at Unitec Institute of Technology The application of flowchart could be implemented for ensuring continuous form of improvements in the teaching courses at Unitec by taking into various factors which include knowledge as well as comprehension of the course, proper application of the course materials, analysis of the overall course descriptions, synthesis as well as evaluation of the teaching courses (Taylor & Wilson, 1996). Application of Scatter diagram at Unitec Institute of Technology The application of a scatter diagram could also be employed for ensuring constant enhancement in the teaching courses at Unitec by analysing the interrelation between the two variables relating to the improvement of the teaching courses (Taylor & Wilson, 1996). In this regard, the two variables that can be considered for Unitec in relation to a scatter diagram are improvement in quality and increase in the number of students respectively. The scatter diagram of Unitec has been portrayed hereunder. Application of Check sheets at Unitec Institute of Technology The application of check sheets could be done for the continuous enhancement of the teaching courses at Unitec by recording significant aspects which include the problems while improving the teaching courses along with the occurrences of events relating to the enhanced teaching courses at Unitec. The checking aspects with regard to Unitec can possibly relate to improper teaching practices, incorrect materials and insufficient use of technologies (Taylor & Wilson, 1996). The format of a check sheet has been depicted hereunder. Source: (Kan, 2003). Question 5 6.13. a. Pareto Graph b. Conclusion From the above diagram and on the basis of Pareto analysis, it can be concluded that the defect of misplaced transistors occurred for the maximum time in contrast to the other defects. Thus, it can be stated that the printed-circuit board assembly line should remain focused upon the misplaced transistors in order to avoid further defects in. 6.17. a. Total number of poll = 519 adults Total disliked poll = 421 Therefore, percentage of those surveyed found nothing they disliked = (519-421)/519*100= 18.88%. b. c. Fish-Bone Diagram Methods Machines Lost Security Luggage Measures Connecting Cramped Flight Problems Seats Late Planes/Waits Cost Poor Food Service Dislike or Fear of Flying Overcrowded Planes Materials Manpower d. In order to improve the customer service, the issues need to be tackled along with responding to the complaints of the customers regarding flight schedules or seating arrangements, tracking the complaints of the customers and deliberately performing customer surveys with the help of forms. References Baker, S. L. (2004). Critical Path Method (CPM). Retrieved from http://hadm.sph.sc.edu/courses/J716/CPM/CPM.html Cobbold, I., & Lawrie, G. (2002). The development of the balanced scorecard as a strategic management tool. Retrieved from http://www.2gc.co.uk/pdf/2GC-PMA02-1f.pdf Jessop, A. (n.d.). Performing critical path analysis. Retrieved from http://www.projectlearning.net/pdf/X2_1.pdf Kan, S. H. (2003). Metrics and models in software quality engineering. United States: Addison-Wesley Professional. Ministry of Business, Innovation & Employment. (n.d.). Performance management. Retrieved from http://www.dol.govt.nz/publications/big6/performance.asp Moll, S. (2005). Activity based costing in New Zealand. Retrieved from http://otago.ourarchive.ac.nz/bitstream/handle/10523/1188/abc2.pdf?sequence=5 Munns, A. K., & Bjeirmi, B. F. (1996). The role of project management in achieving project success. International Journal of Project Management 14(2), pp.81-87. New Zealand Institute of Quantity Surveyors. (2006). Conditions of engagement project management services. Retrieved from http://www.nziqs.co.nz/pdf/Conds-of-Engage-Project-Mgmnt-Servs.pdf Sarin, B. (2007). Modern production / operations management, 8th ed. United States: John Wiley & Sons. Scott Technology Ltd. (2012). Our company. Retrieved from http://www.scott.co.nz/careers/ Stamm, M. L. (n.d.). Definition of methodologies. Retrieved from http://aut.researchgateway.ac.nz/bitstream/handle/10292/3858/Stamm%20Evolution%20of%20manufacturing%20paradigms.pdf?sequence=2 Taylor, B. S., & Wilson, M. (1996). TQM implementation in New Zealand service organisations. The TQM Magazine 8(5), pp.56-64. The Centre for Academic Development. (2001). Using the Gantt Chart. Retrieved from http://www.cad.auckland.ac.nz/content/files/slc/yearly_planner%5B1%5D.pdf Unitec Institute of Technology. (2012). About us. Retrieved from http://www.unitec.ac.nz/aboutus/who-we-are_home.cfm Waymark Solutions. (2010). Building and redesigning balanced scorecards. Retrieved from http://waymark.co.nz/services-to/senior-management/team-balanced-scorecard/ Read More