Why do we study case studies in Project Management?

Question Why do we study case studies in Project Management?

Can you think of a time when you have had

Question Can you think of a time when you have had a learning experience that was very profound?1. What were the main activities undertaken during the learning experience: reading, writing, group discussion, investigation, watching, participating?2. Were you learning individually or as part of a group?3. What was the environment like in which the learning experience occurred: classroom, workplace, other?4. To what extent do you think that the factors above made the experience profound?

Prior to creating a network, it is important to:A) Identify

Question Prior to creating a network, it is important to:A) Identify all loops through activities.B) Identify the party responsible for each activity.C) Calculate the float for each activity.D) Understand the activity precedence.

Answer Topic 6 SG O,X Please correct answer the True

Question Answer Topic 6 SG O,X Please correct answer the True or False and explain it ! />Supply chain management : Procurement

What are some leadership and or management tactics to facilitate

Question What are some leadership and or management tactics to facilitate change in an organization?

What are some of the best communication methods/strategies to use

Question What are some of the best communication methods/strategies to use when implementing change?

What are some good reasons to form groups when implementing

Question What are some good reasons to form groups when implementing change in an organization?

How can a compensation and benefits course be applied to

Question How can a compensation and benefits course be applied to real-world situations and increase the chances of career or life success?

What are some ways to evaluate and get feedback on

Question What are some ways to evaluate and get feedback on whether the change you are implementing is effective?

How are personality inventories used in the hiring/selection process?

Question How are personality inventories used in the hiring/selection process?

What is the difference between job performance tests and work

Question What is the difference between job performance tests and work samples?

What is the difference between structured and non-directive interviews?

Question What is the difference between structured and non-directive interviews?

What is the difference between a multiple-hurdle approachto selection as

Question What is the difference between a multiple-hurdle approachto selection as compared to a compensatory approach?

1. Which type of coaching focuses the most directly on

Question 1.     Which type of coaching focuses the most directly on task performance? motivational     transitional consultative educational 

When you noted that we as leaders must inspire, where

Question When you noted that we as leaders must inspire, where do you think this inspiration is derived from, the team or leader? Explain

What are ways to contribute in the development of the

Question What are ways to contribute in the development of the quality plan for determining of quality requirements of stakeholders,identification of criteria used for project deliverables

When doing a quality plan for a project,how could you

Question When doing a quality plan for a project,how could you be involvement with the selection of tools used, the application of management tools used, the maintenance of quality control records and auditable documents

If i am completing a project review, how you I

Question If i am completing a project review, how you I contributed to·      Stakeholder satisfaction analysis?·      Ongoing review of outcomes?·      Effectiveness of quality management activities?·      Reporting of issues for future improvements?·      Initial and ongoing scope management approaches?·      Effectiveness of time management?·      Cost management processes?

Project 1

• Design and develop a proposal for improved sustainability practices

Question Project 1

• Design and develop a proposal for improved sustainability practices in the organisation for which you work or intend to work. You might address a specific issue or a total environmental management process.
• State the industry sector in which the organisation operates, the issues or practices to be addressed and develop and document a proposal that could be submitted, for approval, to seniormanagement.
• Include in your proposal:
• a clear description of the current situation, the desired situation and the identified gaps—reasons for making changes or improvements (including compliance with continuous improvement requirements)—the benefits—including the ability to utilise the new practices (social, economic or physical environment impacts) as a competitive edge
• a description of the research conducted and information gathered to justify the need for the proposal
• information about consultations government agencies (legislation and regulations) to identify compliance requirements
• considerations of the organisational culture that would support or act as a barrier to improved management and monitoring of sustainability
• organisational policies that currently support sustainability practices and any identified need for changes, adjustments or new policies
• a description of the procedures that would be followed to implement the proposal, the required outcomes, performance indicators and procedures that would be followed to monitor implementation
• any costs associated with the proposal—this includes the cost of not going ahead with the proposal
• Develop and document an action plan—to indicate who would be responsible for the different parts of the improvement process, time frames/ deadlines.
• A communication training and education plan to indicate how and when employees and other relevant stakeholders will receive information about the proposal and about their input and responsibilities.
• Describe the procedures that would follow to track the progress of the sustainability practices and to document and report on the outcomes.
• Alternative assessment
• If you are currently employed, to assist with assessment, and if you can verify that these are entirely your own work, you might submit any of the following:
• a portfolio of evidence showing a range of sustainability activities in which you were involved, and their outcomes
• third party workplace reports of on-the-job performance—to show that you are responsible for managing, monitoring and reporting on organisational sustainability procedures and practices
• sustainability plans that you have developed and reports that you have written
• performance review results relevant to your involvement in sustainability management, development of systems and implementation of procedures and practices
• notes and electronic data related to presentations you have made, training sessions or information sessions you have conducted to inform senior management, employees or other stakeholders of the benefits of particular sustainability initiatives
• Your assessor will determine how well this documentation meets the assessment requirements and will ask you a series of verbal questions relating to the documentation, any relevant policies, procedures, legislation or regulations.
• The assessor will document your responses.

The questions I am most confused are question 2 and

Question The questions I am most confused are question 2 and 4. For question 2, are one of the negatives include the relationship between managers and workers are not present? Attachment 1 Attachment 2 Attachment 3 ATTACHMENT PREVIEW Download attachment Screen Shot 2019-07-08 at 1.35.28 PM.png What drives Toyota? The presumption of imperfection* Deep inside Toyota’s car factory in Georgetown, Kentucky, is the paint shop, where naked steel car bodies arrive to receive layers of coatings and colours before returning to the assembly line to have their interiors and engines installed. Every day, 2,000 cars glide in to be painted one of a dozen colours by carefully programmed robots. Chad Buckner is an engineering manager in the painting department, where he arrived straight out of the University of Kentucky. His whole career has been spent at Toyota. Car bodies used to spend 10 hours in painting. Robots did much of the work, then as now, but they were supplied with paint through long hoses from storage tanks. “If we were painting a car red, before we could paint the next car white, we had to stop, flush the red paint out of the lines and reload the next colour,” Buckner says. Georgetown literally threw away 30% of the car paint it bought, cleaning it out of equipment and supply hoses when switching colours. Now, each painting robot, eight per car, selects a paint cylinder the size of a large water bottle. A whirling disk at the end of the robot arm flings out a mist of top-coat paint. When a car is painted—it takes just seconds—the paint cartridge is set back down, and a freshly filled cartridge is selected by each robot. No hoses need to be flushed. There is no Clea ning between cars. All the paint is in the cartridges, which are refilled automatically from reservoirs. Cars don’t need to be batched by colour — a system that saved paint but caused constant delays. Cars now spend 8 hours in paint, instead of 10. The paint shop at any moment holds 25% fewer cars than it used to. Wasted paint? Practically zero. What used to require 100 litres now takes 70. Together with new programming to make the robots paint more quickly, Buckner’s group has increased the efficiency of its car-wash-sized paint booths from 33 cars an hour to 50. All tasks are outlined with strict procedures in place for the team to follow. As the manager, Buckner has the responsibility of allocating work to the individual team members and ensure the strict quality control measures are followed to meet the deadlines and production targets. As customers’ preferences change and new season colours are released, Georgetown simply adds in an additional canister and reservoir of the special colour to the mix for the robots to choose. Compared to the old process, this saves exceptional amounts of time and money compared to the workers changing the paint, inserting the new paint then the painstaking process to remove it and change to another seasonal colour. In comparison, a nearby car factory nearby, still follows the old inefficient process. This has resulted in several people losing their jobs and restrictions placed on how many colours the car company offers to customers as the organisation tries to cut costs. Common feedback received from customers is that they would prefer the latest seasonal colours however as they are not available they go to brands like Toyota who offer several trending options. ATTACHMENT PREVIEW Download attachment Screen Shot 2019-07-08 at 1.35.35 PM.png Howard Artrip, a manager in the assembly area, is telling the story of how they solved a decision- making problem. “T here used to be eight racks of parts here,” he says. The racks crowded the workstation, giving the worker ready access to all possible parts. The operator would eyeball the car coming up the line, step to the racks of visors and seat belts, and, says Artrip, “grab the right parts and run to the car.” He or she would step into the slowly advancing car, bolt belts and visors in place, step back onto the factory floor—and do it again. All in 55 seconds, the time each slowly moving car spends at each workstation. The problem was, there were 12 possible combinations of sun visors and nine variations of seat belts. So just deciding which parts to snatch had become a job in itself. In every shift, 500 cars passed the racks, each car needing four specific parts: 2,000 opportunities to make an error. Even with 99% perfection, five cars per shift got the wrong sun visors or seat belts. The job of installing parts had become cluttered with meaningless decision making. So a team of assembly employees provided insights and made a critical decision. Don’t make the worker pick the parts; let them focus on installing them. The idea seems obvious in retrospect: Deliver a kit of pre-sorted visors and seat belts with one kit per car, each containing exactly the right parts. The change came out of a routine analysis of dozens of assembly-line jobs at Georgetown. When the simplification effort started three years ago, Artrip’s team found 44 jobs where assemblers had to make 1 or 2 decisions as they installed parts. They found 23 workstations that required between 7 and 11 decisions. Any jobs requiring 7 to 11 decisions in 55 seconds were going to cause problems. Now, 85 line jobs require just 1 or 2 decisions. Not a single job requires 7 or more decisions. The work is easier, the results are better. This is exactly the kind of work Artrip has spent more than half his career at Toyota doing: looking for ways to make the assembly line faster, simpler and safer, making it easier to do the work perfectly. Continuous improvement is not some add-on to the real work, it isn’t some special project Artip does on top of the rest of his work. He does this every day, reviewing how they transform the input into an output and working out areas to improve. This emphasis on seeking perfection is because Toyota’s senior executives constantly reinforce messages such as

What is a decentralized network in supply chain?

Question What is a decentralized network in supply chain?

Which of the following is NOT among the challenges and

Question Which of the following is NOT among the challenges and recent developments in benefits and benefits administration?

The post Why do we study case studies in Project Management? appeared first on Smashing Essays.

Looking for a Similar Assignment? Order now and Get 10% Discount! Use Coupon Code "Newclient"