Information Systems Management Assignment

Added on - 20 Sep 2019

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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 thework breakdown/Gantt chart including critical path, which will be prepared with a project managementsoftware 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, andtechnology fluency are needed.Additional Instructions:What is a succinct report?Could it not be 10 pagesplus a cover page and referencesor less?Onereads that IBM decision papers are limited to that length, and we all recall the single-sheetRingoShoapproach to important decisions at Toyota.Project managementalways refers to theTriple Constraintand involves aproject team,plus aworkbreakdown/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 InformationTechnologyboth 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).ScanIncludes forecastingmethods for reference by those electing the optional Enrichment OpportunityMultimedia:Christensen, C.M. (2012). Tech futures – Christensen on solar energy. Cambridge: HarvardBusiness School Publishing.To be found in Content/Week 10Makes a "shocking" prediction
Example of End of Seminar Project:Table of ContentsExecutive Summary3Introduction4Project Management Plan4I. Project Overview4Project Goal4Definitions and Acronyms4Stakeholder Analysis5Project Manager5Project Team5Team Contract5Project Deliverables5Reference Materials5II. Project Organization6Organizational Structure6Organizational Boundaries and Interfaces6III. Work Breakdown Structure and Schedule6Work Breakdown Structure6Dependencies7Resource Requirements7Budget Requirements7Schedule7Project Responsibilities8IV. Managerial Process8Assumptions, Dependencies, and Constraints8Risk Management8Monitoring and Controlling Mechanisms8V. Operations Management Plan9Operations Strategy9Process Improvement Plan9Operational Efficiency/Operational Effectiveness Improvement9VI. Technical Process/Information Management Plan10Information System Objectives10Hardware/Software Requirements10Database Technical Support10Information Management Reports10Information Security10Conclusion10References11 End of Seminar Project3
Executive SummaryAn important managerial challenge for the Aircraft Intermediate MaintenanceDetachment Atsugi is the reduction of average backlog and awaiting maintenanceitems held at our repair facility on a daily basis. This backlog, while not directlyaffecting the critical needs of the naval aviation fleet, bog down the system andcould 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 awaitingmaintenance items.Stakeholders in this project range from the sailor completing a maintenancetask to our parent command, Naval Air Systems Command. The project teamconsists of a project manager, two assistants to the project manager, a dataanalyst, and each division officer at the AIMD.The work breakdown structure for the project has four main phases: analyzecommon sources of awaiting maintenance/backlog items by division; identifyconstraints; improve processes; and the project completion phase which includesfinal reporting requirements. Each division officer will be responsible for completingeach 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 fourand the project as a whole scheduled for October 7th. The managerial processincludes a consideration of assumptions, dependencies, constraints, riskmanagement, 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, ensureconsistent product quality and reliability, increase production speed, and maintainthe flexibility to handle changes in demand. This will be done by leveraging theTheory 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 ManagementInformation System (NALCOMIS) to obtain and process the necessary data. The dataanalyst will utilize pre-existing NALCOMIS reports as well as ad-hoc reports to meetthe needs of the project team.Through the active involvement of each division officer in this structured plan, it ishoped that AIMD Atsugi will achieve the overall goal of reduced backlog andawaiting maintenance items. By taking the plan step by step and sticking to thedirected timeline, AIMD Atsugi should not only see improvements to operationalefficiency and effectiveness, but to the overall strength of the unit as a whole. Endof Seminar Project4
IntroductionAt the Aircraft Intermediate Maintenance Detachment (AIMD) Atsugi, weperform intermediate level maintenance on aircraft parts for the U.S. Navy. Animportant managerial challenge for our AIMD is the reduction of average backlogand 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 ontask prioritization that ensures urgently needed items are repaired first, we oftenhave 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 backlognumbers 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 asignificant managerial challenge to our organization.Project Management PlanI. Project OverviewProject Goal: The goal for this project is to achieve a 50% decrease within asix-month time frame in daily average backlog and awaiting maintenance itemsheld 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 DetachmentALSS Aviation Life Support SystemsAWM Awaiting MaintenanceCFWP Commander, Fleet Air Western Pacific (AIMD Atsugi's parentcommand)CNAF Commander, Naval Air ForcesCV-63 Fixed Wing Aircraft Carrier, USS KITTY HAWKCVW-5 Carrier Air Wing 5 (comprised of 8 aviation squadrons attached to CV-63)HSL-51 Helicopter squadron for which AIMD Atsugi provides mainsupport (our primary mission is the support of this unit)NAF Naval Air FacilityNALCOMIS Naval Aviation Logistics Command Management InformationSystemNAVAIR Naval Air Systems Command (responsible for fleet-wideprograms) End of Seminar Project5
Stakeholder Analysis: Stakeholders include the sailors, chiefs, and officers ofAIMD Atsugi, Officer in Charge, AIMD Atsugi, NAF Atsugi Supply department, CV-63AIMD, CVW-5 squadrons, HSL-51, CFWP, CNAF, NAVAIR, and other AIMD's. Globalstakeholders also include units deployed to the Western Pacific that depend onparts 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 asneeded once we are working at peak efficiency. They can also benefit from ourlessons learned.Project Manager: LT Maria ReymanProject Team:Master Chief LSenior Chief SPower Plants Division OfficerAirframes Division OfficerAvionics/Armament Division OfficerAviation Life Support Systems (ALSS) Division OfficerSupport Equipment Division OfficerData AnalystTeam Contract: As a project team, we have agreed to a code of conductwhich we will adhere to during the duration of this project. Guidelines for ourconduct will include active participation in all meetings and discussions, open andhonest communication, meeting deadlines as required, and professional conduct toachieve our problem solving goals.Project Deliverables: Deliverables for this project include weekly milestoneand progress reports which will be forwarded to the project manager. At thecompletion of the project each team member will submit a lessons learned report.The project manager will then compile all the data, explanatory pictures, lessonslearned, and any other relevant ideas into a power point summary to share withother AIMD's and the chain of command.The project itself should produce as its deliverable a 50% reduction inbacklog and awaiting maintenance items.Reference Materials:Naval Aviation Maintenance Program OPNAVINST 4790.2H"The Goal" by Eliyahu Goldratt (1984)NALCOMIS Manual 815-01.04.00Introduction to Deployment of Lean Principles, Lockheed Martin Corporation(2002) End of Seminar Project6
II. Project OrganizationOrganizational Structure:Organizational Boundaries and Interfaces: The project manager will be directing theefforts of the project team through her two assistants who will directly monitor theprogress 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 toher assistants.III. Work Breakdown Structure and ScheduleWork Breakdown Structure:1 Analyze common sources of AWM/backlog items by division1.1 Research NALCOMIS data for trends1.2 Analyze monthly maintenance summaries for top man-hourconsumers1.3 Analyze monthly maintenance summaries for most commonlyrepaired items2 Identify constraints2.1 Analyze work center processes2.2 Take "before" pictures in work centers2.3 Analyze work center personnel capabilities/training deficiencies2.4 Analyze common resource (test set or support equipment)requirements3 Improve processes3.1 Make improvements to discovered process constraints3.2 Request additional test sets/equipment3.3 Adjust manpower scheduling to exploit bottleneck resources andtest sets3.4 Perform 6S in each work centerProject Manager:LT Maria ReymanAssistants to the Project Manager:Master Chief L Senior Chief SData AnalystPower Plants Division OfficerAirframes Division OfficerAvionics/Armament Division OfficerAviation Life Support Systems Division OfficerSupport Equipment Division Officer End of Seminar Project7
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