Information Systems Management Assignment
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Added on 2019-09-20
Information Systems Management Assignment
Added on 2019-09-20
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Working individually, the student will demonstrate additional competency in project, operations,and information systems management by preparing a succinct report that integrates project,operations, and information systems management to meet a student-selected managerialchallengeat his or her enterprise(Use Pharmaceutical company AstraZeneca) yourreport mustinclude at least the following topicsAn executive summaryDescription of the managerial challengeApplication of project management to the challengeApplication of operations management to the challengeApplication of information systems management to the challengeApproach to measurement of qualitypost-projectAssignment of the project sponsor and project teamTraining neededWork breakdown/Gantt chart including critical pathA planning budgetThe report will be submitted in pdf format except for the budget, which will be in xlsx format, and for the work breakdown/Gantt chart including critical path, which will be prepared with a project management software such as MS-Project in its particular format, such as mpp for MS-Project..Critical thinking, managerial decision making, information literacy, problem-solving, systems thinking, and technology fluency are needed.Additional Instructions:What is a succinct report?Could it not be 10 pagesplus a cover page and referencesor less? One reads that IBM decision papers are limited to that length, and we all recall the single-sheetRingo Shoapproach to important decisions at Toyota.Project managementalways refers to theTriple Constraintand involves aproject team,plus awork breakdown/Gantt chart with critical path.Operations managementrefers here to thedaily processesat your organization or the ASQ EducationDivision;you should show how the daily processes will be improvedafter the project is completed.Information systems managementrefers to thesupport provided by IS and included Information Technologyboth during the project and also afterwards; you should describe it.Required Readings:Meredith, J.R., & Mantel, S.J., Jr. (n.d.). Technological Forecasting.(http://wiley.com/college/dec/meredith298298/resources/addtopics/addtopic_s_02a.html).Scan Includes forecasting methods for reference by those electing the optional Enrichment OpportunityMultimedia:Christensen, C.M. (2012). Tech futures – Christensen on solar energy. Cambridge: Harvard Business School Publishing.To be found in Content/Week 10 Makes a "shocking" prediction
Example of End of Seminar Project:Table of Contents Executive Summary 3 Introduction 4 Project Management Plan 4 I. Project Overview 4 Project Goal 4 Definitions and Acronyms 4 Stakeholder Analysis 5 Project Manager 5 Project Team 5 Team Contract 5 Project Deliverables 5 Reference Materials 5 II. Project Organization 6 Organizational Structure 6 Organizational Boundaries and Interfaces 6 III. Work Breakdown Structure and Schedule 6 Work Breakdown Structure 6 Dependencies 7 Resource Requirements 7 Budget Requirements 7 Schedule 7 Project Responsibilities 8 IV. Managerial Process 8 Assumptions, Dependencies, and Constraints 8 Risk Management 8 Monitoring and Controlling Mechanisms 8 V. Operations Management Plan 9 Operations Strategy 9 Process Improvement Plan 9 Operational Efficiency/Operational Effectiveness Improvement 9 VI. Technical Process/Information Management Plan 10 Information System Objectives 10 Hardware/Software Requirements 10 Database Technical Support 10 Information Management Reports 10 Information Security 10 Conclusion 10 References 11 End of Seminar Project 3
Executive Summary An important managerial challenge for the Aircraft Intermediate Maintenance Detachment Atsugi is the reduction of average backlog and awaiting maintenance items held at our repair facility on a daily basis. This backlog, while not directly affecting the critical needs of the naval aviation fleet, bog down the system and could lead to future difficulties. The goal for this project is to achieve a 50% decrease within a six-month time frame in daily average backlog and awaiting maintenance items. Stakeholders in this project range from the sailor completing a maintenance task to our parent command, Naval Air Systems Command. The project team consists of a project manager, two assistants to the project manager, a data analyst, and each division officer at the AIMD. The work breakdown structure for the project has four main phases: analyze common sources of awaiting maintenance/backlog items by division; identify constraints; improve processes; and the project completion phase which includes final reporting requirements. Each division officer will be responsible for completing each phase for his or her own division. The budget for this project is less than $1000 for miscellaneous office supplies. April10th is the commencement date for phase one, with the completion of phase four and the project as a whole scheduled for October 7th. The managerial process includes a consideration of assumptions, dependencies, constraints, risk management, and monitoring and controlling mechanisms. The goals of the operations management plan and process improvement plan withinthis project are to meet our project goals while finding ways to lower cost, ensure consistent product quality and reliability, increase production speed, and maintain the flexibility to handle changes in demand. This will be done by leveraging the Theory of Constraints, Six Sigma, and 6S (Six "S") methodologies. Information system objectives for this project utilize existing personal computers, the local area network, and the Naval Aviation Logistics Command Management Information System (NALCOMIS) to obtain and process the necessary data. The dataanalyst will utilize pre-existing NALCOMIS reports as well as ad-hoc reports to meet the needs of the project team. Through the active involvement of each division officer in this structured plan, it is hoped that AIMD Atsugi will achieve the overall goal of reduced backlog and awaiting maintenance items. By taking the plan step by step and sticking to the directed timeline, AIMD Atsugi should not only see improvements to operational efficiency and effectiveness, but to the overall strength of the unit as a whole. End of Seminar Project 4
Introduction At the Aircraft Intermediate Maintenance Detachment (AIMD) Atsugi, we perform intermediate level maintenance on aircraft parts for the U.S. Navy. An important managerial challenge for our AIMD is the reduction of average backlog and awaiting maintenance items held at our repair facility on a daily basis. Althoughthe critical needs of the naval aviation fleet are being met through an emphasis on task prioritization that ensures urgently needed items are repaired first, we often have a large backlog of lower priority items waiting to be worked on. Even though these items are low priority, they still bog down the system, andif production control does not ensure work centers are keeping their backlog numbers in check, an excessive amount of awaiting maintenance items will build upto an uncontrollable level. At a certain point, any number of these items could easilyjump from low priority to high priority because we haven't been repairing enough ofthem to fill the needs of the fleet. These are just a few of the reasons this is a significant managerial challenge to our organization. Project Management Plan I. Project Overview Project Goal: The goal for this project is to achieve a 50% decrease within a six-month time frame in daily average backlog and awaiting maintenance items held at AIMD Atsugi, Japan. Definitions and Acronyms: 6S Process for creating and maintaining an organized, clean, high performance workplace. 6S elements are: sort, straighten, shine, standardize, safety, and sustain) AIMD Aircraft Intermediate Maintenance Detachment ALSS Aviation Life Support Systems AWM Awaiting Maintenance CFWP Commander, Fleet Air Western Pacific (AIMD Atsugi's parent command) CNAF Commander, Naval Air Forces CV-63 Fixed Wing Aircraft Carrier, USS KITTY HAWK CVW-5 Carrier Air Wing 5 (comprised of 8 aviation squadrons attached to CV-63) HSL-51 Helicopter squadron for which AIMD Atsugi provides main support (our primary mission is the support of this unit) NAF Naval Air Facility NALCOMIS Naval Aviation Logistics Command Management Information System NAVAIR Naval Air Systems Command (responsible for fleet-wide programs) End of Seminar Project 5
Stakeholder Analysis: Stakeholders include the sailors, chiefs, and officers of AIMD Atsugi, Officer in Charge, AIMD Atsugi, NAF Atsugi Supply department, CV-63 AIMD, CVW-5 squadrons, HSL-51, CFWP, CNAF, NAVAIR, and other AIMD's. Global stakeholders also include units deployed to the Western Pacific that depend on parts from AIMD Atsugi. The affects for these stakeholders include increased workplace efficiency, altered work environments, increased productivity, and improved parts support. Theaffect for other AIMD's is that we will be able to assist them with their workloads as needed once we are working at peak efficiency. They can also benefit from our lessons learned. Project Manager: LT Maria Reyman Project Team: Master Chief L Senior Chief S Power Plants Division Officer Airframes Division Officer Avionics/Armament Division Officer Aviation Life Support Systems (ALSS) Division Officer Support Equipment Division Officer Data Analyst Team Contract: As a project team, we have agreed to a code of conduct which we will adhere to during the duration of this project. Guidelines for our conduct will include active participation in all meetings and discussions, open and honest communication, meeting deadlines as required, and professional conduct to achieve our problem solving goals. Project Deliverables: Deliverables for this project include weekly milestone and progress reports which will be forwarded to the project manager. At the completion of the project each team member will submit a lessons learned report. The project manager will then compile all the data, explanatory pictures, lessons learned, and any other relevant ideas into a power point summary to share with other AIMD's and the chain of command. The project itself should produce as its deliverable a 50% reduction in backlog and awaiting maintenance items. Reference Materials: Naval Aviation Maintenance Program OPNAVINST 4790.2H "The Goal" by Eliyahu Goldratt (1984) NALCOMIS Manual 815-01.04.00 Introduction to Deployment of Lean Principles, Lockheed Martin Corporation (2002) End of Seminar Project 6
II. Project Organization Organizational Structure: Organizational Boundaries and Interfaces: The project manager will be directing the efforts of the project team through her two assistants who will directly monitor the progress of each division on a daily basis, through inputs from the division officers. Any party may obtain necessary data from the data analyst who will provide reportsas needed, but the data analyst will report to the project manager directly and to her assistants. III. Work Breakdown Structure and Schedule Work Breakdown Structure: 1 Analyze common sources of AWM/backlog items by division 1.1 Research NALCOMIS data for trends 1.2 Analyze monthly maintenance summaries for top man-hour consumers 1.3 Analyze monthly maintenance summaries for most commonly repaired items 2 Identify constraints 2.1 Analyze work center processes 2.2 Take "before" pictures in work centers 2.3 Analyze work center personnel capabilities/training deficiencies 2.4 Analyze common resource (test set or support equipment) requirements 3 Improve processes 3.1 Make improvements to discovered process constraints 3.2 Request additional test sets/equipment 3.3 Adjust manpower scheduling to exploit bottleneck resources and test sets 3.4 Perform 6S in each work center Project Manager: LT Maria Reyman Assistants to the Project Manager: Master Chief L Senior Chief S Data Analyst Power Plants Division Officer Airframes Division Officer Avionics/ Armament Division OfficerAviation Life Support Systems Division Officer Support Equipment Division Officer End of Seminar Project 7
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