operations and project management assignment

Projects vs Operations Management: 10 Differences With Examples

As per the PMBOK Guide, a project can be defined as a temporary endeavor undertaken to create a unique product, service, or result.

The main difference between projects and operations is that operations are not projects i.e., Operational work is neither temporary nor produces unique results.

I have written this post to delve into the differences between projects and operations. It contains some examples that will help you to distinguish between these project management terms. Understanding the difference is important if you are preparing for the PMP (Project Management Professional) exam that is conducted by PMI (Project Management Institute) because the exams test your project management knowledge.

Additionally, you will find similarities between these two terms in this post. This post also gives a brief overview of product lifecycle and talks about why both projects and operations are important for the business of an organization.

For a quick overviews of the difference between these terms, you can watch the following video.

Table of Contents

What are Projects?

A project is a temporary endeavor undertaken to create a unique product, service, or result.

The crux of the definition is in two keywords: “temporary” and “unique.”

Temporary means that the effort has a timeline (start date and end date) whereas Unique refers to an end result that has a novelty and has not been done before.

Temporary doesn’t refer to the end result of a project. It does not mean the project’s result is insignificant or of low value. It also does not mean that the endeavor is short-term. Temporary simply means that there is a specific start and end date for the project.

Projects do not continue forever and they produce something new when they finish. They can be viewed as an agent for change.

Projects are inherently risky and they improve competitive advantage. All project goals are met in a successful project.

A software like Microsoft Project can be used for project management.

Note: Some of the projects may leave behind long lasting results. The great Egyptian pyramids have been in existence since 2500 B.C. but they still are still relevant today.

Examples of Projects

Let’s look at some business world examples of projects:

• Digging an oil well
• Developing an e-commerce website
• Designing a new car
• Constructing a highway

Projects are not unique to the business world. We also undertake a few projects during our lifetime. Here are some examples:

• Landscaping a Garden
• Renovating a kitchen
• Organizing a birthday party
• Running a marathon

What are Operations?

Operations can be simply described as something that are not projects. They are not temporary i.e. they do not have a defined end date and they do not produce anything unique. They are ongoing, repetitive, and maintain a status quo.

Operations management involves routine and repetitive tasks that are required for business administration. They sustain a business.

Although an operation is non-temporary, it cannot be termed as permanent. Operations are usually discontinued when there is no market demand for the product it maintains. This may happen after a few years or few decades but it totally depends on market dynamics.

Operations manager change as operations are maintained over a long period of time.

A software like Microsoft Dynamics can be used for operations management.

Examples of Operations

Let’s look at some business world examples of operations:

• Manufacturing of ingots
• Supplying cement to a construction company
• Textile production
• Running a departmental store

Our daily life is full of operations. Here are some examples:

• Drive to work
• Prepare and cook meals
•  Buy groceries

Difference Between Projects and Operations

Similarities between projects and operations.

Although projects and operations cater to altogether different aspects of the business world, there are many similarities between them.

• Both are planned, executed, and monitored & controlled.
• Both are necessary to reach business goals.
• Both are limited by resources, time, and budget.
• Both are done by people.

Product Lifecycle

A product lifecycle is a collections of projects and operations. It starts with a project that created the initial product or service. The first project is followed by an operation, which is used to maintain the product or service.

Just before the an individual project is completed, the project manager and project team hands over the product (along with its complete knowledge-base) to the operations manager.

Subsequently, many more projects might be initiated during the product lifecycle to upgrade the initial product or service.

Operations management starts after the first project and continues till the end of product lifecycle. The final phase of product lifecycle is product retirement when the product is taken out of the market and operations are closed.

You can look at the following video to understand the difference between product and project lifecycle.

Importance of Projects and Operations

Some people believe that projects are more important than operations because they bring about a change. Nothing can be farther from the truth.

Both projects and operations have a role to play in the business world. In fact, operations employ more people in the world and generate far more GDP (Gross Domestic Product) than projects.

Some businesses revolve around projects e.g. software services and business consulting whereas other businesses thrive or operations e.g. cement manufacturing and goods transportation. However, the business of most large companies utilizes both projects and operations e.g. mining companies and automobile manufacturers.

Over to You

What is you take on projects and operations? Is one more important than the other? Does your work involve more or projects or operations?

I will love to hear from you.

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Project management vs. operational management: how to choose the right one

Projects and operations both work towards the same goal of creating value through products or services. Managing either aspect of a business comes with unique challenges that you can overcome with strong leadership skills and a little know-how. But the first step is knowing whether you’re dealing with project management vs. operational management.

In this article, we’ll cover some basic information about both aspects of business management. We’ll also look at how you can do both on monday.com and answer some frequently asked questions relevant to managing operations or projects.

What is project management?

Project management, or PM, is the guidance of a project along its critical path. Projects can help an established business introduce a new, unique product or service to its customers or improve existing processes.

Project management professionals may oversee construction jobs, software development, product development, or marketing campaigns.

What is operational management?

Operational management views production operations through a lens of efficiency. Operational managers utilize skills in process optimization, communication, and business strategy to maximize efficiency within a company.

Operations may work toward providing a product, service, or result to clients and customers. Operational management tasks include:

• Designing new plants or workshops
• Attending to accounting operations
• Setting project management guidelines
• Structuring data networks for consistent access
• Managing inventory and workforce levels
• Implementing quality control measure

The overlap of tasks that both PM and OM teams handle can blur the line between the two. Ultimately,  the “how” and “why” behind each effort are different.

Project management vs. operational management: what is the difference

The Project Management Institute, or PMI, provides us  with a definition for what a project is. PMI states that “All projects are a temporary effort to create value through a unique product, service or result.” Operational management focuses instead on the day-to-day tasks required for an organization to continue delivering products or services.

Project and operational management responsibilities

Project managers are expected to leverage their skills and knowledge to:

• Create and assign project activities to teams
• Develop project roadmaps
• Provide resources needed to complete tasks
• Manage deadlines, budgets, and contractors
• Track and report on project status

Operational management teams have similar tasks with different goals. These tasks include:

• Overseeing daily production operations
• Identifying and addressing problems and opportunities
• Managing the budgeting, planning, reporting, and auditing
• Ensuring regulatory compliance
• Developing operational policies and procedures

The skills and education required for success in either role also differs and can change between organizations or projects. Managing either side of production takes strong systems and software, a solution offered at monday.com.

Managing projects or operations on monday.com

monday.com lets you streamline project work or daily operational management tasks. Management teams can view project deadlines, operational schedules, and current task progress all in one central dashboard or get an updated view on project status at a glance.

The organization and assignment of tasks is automated in monday.com’s Work OS. Create a backlog of activities that produce value for your project or organization. As tasks are completed, new ones are instantly assigned based on priority. Different templates provide you with a framework to start designing your perfect workflow within our Work OS.

Some monday.com templates for both functions

Project and operations managers and teams handle a variety of tasks every day.  monday.com templates allow you to support teams with consistent requests and an open channel of communication. Adjust each template as needed with areas dedicated to team feedback. Use these and other templates to create a smooth management experience.

Project management plan template

Our Project Management Plan Template  gives you a blank, organized visual roadmap. Fill each section with project details to plan, initiate, and execute project activities. Explore the intuitive template workflow to learn how your teams work best. Your team’s efforts can be focused on generating as much value through early completion or additional product features.

F inance requests template

Use the monday.com Finance R equests T emplate  for tracking project or organizational cash flow. Get an updated status on outstanding invoices and bills with status columns that sort by completion. Use analytics gained from our Work OS to adjust financial planning and project budgets accordingly.

Learning project or operational management takes time and firsthand experience. You can get a headstart with some of the most commonly asked questions and their answers.

Why should operations managers understand project management?

Operations managers are tasked with optimizing existing systems and processes. Learning project management skills can help you gain new perspectives to apply to your regular activities.

Project managers work with multiple teams from multiple disciplines. Management teams learn which tasks can be completed by certain individuals in order to reassign the workforce to address changes. Operations managers leverage this skill to shift responsibilities and resources in order to achieve success. Project management skills also help you respond effectively to emergency situations and recover any lost productivity.

A strong skill learned during project management is how to be agile during production. Stakeholder requirement changes such as deadline adjustments, supplier swaps, and request alterations all need an agile mindset to accommodate. Operations managers better support their teams when quick and effective solutions are found. You can build confidence by tracking these changes and analyzing the results.

What is a project vs. BAU?

Simply put, a project is temporary while BAU, or business as usual, consists of activities an organization anticipates completing for the foreseeable future. BAU activities include assigning work, office maintenance, scheduling, payroll, and operational management. Daily activities that are considered integral to an organization’s operation can be categorized as BAU.

Projects have a more focused scope for tasks. Projects work within predetermined timelines rather than an ongoing schedule. Project teams often wear multiple hats whereas BAU teams are specialized for their specific job function. Tasks on a project are also more finite compared to the standard repetitive tasks completed by BAU teams.

What most distinguishes a project from day-to-day operations?

Projects aim to change something about an organization while operational management perfects existing processes or procedures.

The project life cycle ends once the end goal is met, and operations teams take on the completed work for ongoing maintenance and adjustments. Quality control is another key difference between project and operational management. A project’s end product or service only needs to be delivered once. Operations teams support consistent quality once a project’s goal is met and offered to multiple clients and customers.

Elevate your management style and skills with monday.com

Whether you’re coming from an operational or project management background, there’s always something new to learn. You can take the best methodologies and templates from both sides of the management coin thanks to the monday.com.

Customize templates to match your organization’s branding for consistent and professional messaging. Collaborate in real-time with stakeholders, project managers, and project teams for rapid implementation of feedback.

Send this article to someone who’d like it.

Browse Course Material

Course info, instructors.

• Prof. Charles H. Fine
• Prof. Tauhid Zaman

Departments

• Sloan School of Management

As Taught In

• Mathematics
• Social Science

Introduction to Operations Management

Assignments, “quick” case analyses.

The purpose of these assignments is to support your thinking about primarily qualitative issues raised in the course. These three write-ups ( choose three from CVS, Toyota, Zara/M&S, Amazon, European Recycling, Hank Kolb, Katrina, Break.com, Barilla ) should provide a point of view as to what some protagonist in the case should do given the situation faced. These write-ups should be in the form of a one-page memo (single spaced, max font of 12) and contain your opinions, based on reasoned analysis addressing issues raised by the preparation questions (see the Case Preparation Questions section). Please DO NOT answer these questions directly. Rather, use these questions to help guide your thinking as to what issues may be relevant in the case. Quantitative or numerical analyses ARE NOT EXPECTED in these quick case analyses, although they are not discouraged either. In preparing for these assignments, please adhere to the following guidelines:

• Work as an individual on these assignments. This is a firm constraint, no exceptions.
• Written assignments are to be turned in at the beginning of class on the due date assigned.
• Case analysis assignments are limited in length to a single-page, single-spaced memo using a text font no smaller than 12.
• Each one-page memo may be accompanied by up to two pages of supporting exhibits, provided they are clear and self-explanatory. No fonts smaller than 12.

“Deep” Case Analyses

These two write-ups ( choose two from PATA, HP-DeskJet, and Sport Obermeyer ) should contain your answers to the specific preparation questions for the corresponding cases (see the Case Preparation Questions section). In preparing for these assignments, please adhere to the following guidelines:

• Work in teams of at most 3 students. This is a firm constraint, no exceptions.
• Case analysis assignments must be less than 4 pages in length (excluding appendices) and use text fonts no smaller than 12.
• Every graph or table/spreadsheet showing the results of computations must be accompanied by both a clear description of what all numbers shown represent qualitatively, and a detailed explanation of how they are computed, including a statement of all the relevant mathematical formulas or algorithms. Please do not submit a table copied from a spreadsheet assuming that the instructors will try to figure out by themselves how the numbers it shows are calculated—they won’t.

There will be two short homework assignments that will aim to test your grasp of some of the quantitative material taught in the course:

• The assignments should be done individually and submitted at the beginning of class on the day they are due.
• Homework assignments should be 1 page of text font no smaller than 12.

The Goal Book Report

Each student in the class should individually prepare and turn in a report of at most 3 pages containing answers to the following questions (in Q&A form, not essay form):

• What are the methods described in The Goal for identifying a bottleneck?
• After bottlenecks have been identified, what are the concrete factory floor-level actions described in the book for improving overall system performance?
• Relate the notions of statistical fluctuations and dependent events mentioned in the book to concepts covered during the course. Also explain and relate to course concepts the statement made by Jonah that a factory “balanced with demand” will soon experience bankruptcy.
• Several times in the book, lot sizes are reduced in order to decrease cycle time. What are the limits to this strategy?
• When designing an operational process from scratch, which process step(s) should be the bottleneck(s)?
• What are the high-level management messages in this book that you consider to be of value?
• Leaving writing style and other delivery issues aside (e.g., romance novel format), what substantial critiques of this book would you make pertaining to its function as a “textbook” on the management of business operations?

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2. Project Management Overview

Adrienne Watt; Project Management Open Resources; and TAP-a-PM

Click play on the following audio player to listen along as you read this section.

The starting point in discussing how projects should be properly managed is to first understand what a project is and, just as importantly     , what it is not.

People have been undertaking projects since the earliest days of organized human activity. The hunting parties of our prehistoric ancestors were projects, for example; they were temporary undertakings directed at the goal of obtaining meat for the community. Large complex projects have also been with us for a long time. The pyramids and the Great Wall of China were in their day of roughly the same dimensions as the Apollo project to send men to the moon. We use the term “project” frequently in our daily conversations. A husband, for example may tell his wife, “My main project for this weekend is to straighten out the garage.” Going hunting, building pyramids, and fixing faucets all share certain features that make them projects.

Project Attributes

A project has distinctive attributes that distinguish it from ongoing work or business operations. Projects are temporary in nature. They are not an everyday business process and have definitive start dates and end dates. This characteristic is important because a large part of the project effort is dedicated to ensuring that the project is completed at the appointed time. To do this, schedules are created showing when tasks should begin and end. Projects can last minutes, hours, days, weeks, months, or years.

Projects exist to bring about a product or service that hasn’t existed before. In this sense, a project is unique. Unique means that this is new; this has never been done before. Maybe it’s been done in a very similar fashion before but never exactly in this way. For example, Ford Motor Company is in the business of designing and assembling cars. Each model that Ford designs and produces can be considered a project. The models differ from each other in their features and are marketed to people with various needs. An SUV serves a different purpose and clientele than a luxury car. The design and marketing of these two models are unique projects. However, the actual assembly of the cars is considered an operation (i.e., a repetitive process that is followed for most makes and models).

In contrast with projects, operations are ongoing and repetitive. They involve work that is continuous without an ending date and with the same processes repeated to produce the same results. The purpose of operations is to keep the organization functioning while the purpose of a project is to meet its goals and conclude. Therefore, operations are ongoing while projects are unique and temporary.

A project is completed when its goals and objectives are accomplished. It is these goals that drive the project, and all the planning and implementation efforts undertaken to achieve them. Sometimes projects end when it is determined that the goals and objectives cannot be accomplished or when the product or service of the project is no longer needed and the project is cancelled.

Definition of a Project

There are many written definitions of a project. All of them contain the key elements described above. For those looking for a formal definition of a project, the Project Management Institute (PMI) defines a project as a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end. The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists.

Project Characteristics

When considering whether or not you have a project on your hands, there are some things to keep in mind. First, is it a project or an ongoing operation? Second, if it is a project, who are the stakeholders? And third, what characteristics distinguish this endeavor as a project?

Projects have several characteristics:

• Projects are unique.
• Projects are temporary in nature and have a definite beginning and ending date.
• Projects are completed when the project goals are achieved or it’s determined the project is no longer viable.

A successful project is one that meets or exceeds the expectations of the stakeholders.

Consider the following scenario: The vice-president (VP) of marketing approaches you with a fabulous idea. (Obviously it must be “fabulous” because he thought of it.) He wants to set up kiosks in local grocery stores as mini-offices. These offices will offer customers the ability to sign up for car and home insurance services as well as make their bill payments. He believes that the exposure in grocery stores will increase awareness of the company’s offerings. He told you that senior management has already cleared the project, and he’ll dedicate as many resources to this as he can. He wants the new kiosks in place in 12 selected stores in a major city by the end of the year. Finally, he has assigned you to head up this project.

Your first question should be, “Is it a project?” This may seem elementary, but confusing projects with ongoing operations happens often. Projects are temporary in nature, have definite start and end dates, result in the creation of a unique product or service, and are completed when their goals and objectives have been met and signed off by the stakeholders.

Using these criteria, let’s examine the assignment from the VP of marketing to determine if it is a project:

• Is it unique? Yes, because the kiosks don’t exist in the local grocery stores. This is a new way of offering the company’s services to its customer base. While the service the company is offering isn’t new, the way it is presenting its services is.
• Does the product have a limited timeframe? Yes, the start date of this project is today, and the end date is the end of next year. It is a temporary endeavor.
• Is there a way to determine when the project is completed? Yes, the kiosks will be installed and the services will be offered from them. Once all the kiosks are installed and operating, the project will come to a close.
• Is there a way to determine stakeholder satisfaction? Yes, the expectations of the stakeholders will be documented in the form of requirements during the planning processes. These requirements will be compared to the finished product to determine if it meets the expectations of the stakeholder.

If the answer is yes to all these questions, then we have a project.

The Process of Project Management

You’ve determined that you have a project. What now? The notes you scribbled down on the back of the napkin at lunch are a start, but not exactly good project management practice. Too often, organizations follow Nike’s advice when it comes to managing projects when they “just do it.” An assignment is made, and the project team members jump directly into the development of the product or service requested. In the end, the delivered product doesn’t meet the expectations of the customer. Unfortunately, many projects follow this poorly constructed path, and that is a primary contributor to a large percentage of projects not meeting their original objectives, as defined by performance, schedule, and budget.

In the United States, more than $250 billion is spent each year on information technology (IT) application development in approximately 175,000 projects. The Standish Group (a Boston-based leader in project and value performance research) released the summary version of their 2009 CHAOS Report that tracks project failure rates across a broad range of companies and industries (Figure 2.1).

Jim Johnson, chairman of the Standish Group, has stated that “this year’s results show a marked decrease in project success rates, with 32% of all projects succeeding which are delivered on time, on budget, with required features and functions, 44% were challenged-which are late, over budget, and/or with less than the required features and functions and 24% failed which are cancelled prior to completion or delivered and never used.”

When are companies going to stop wasting billions of dollars on failed projects? The vast majority of this waste is completely avoidable: simply get the right business needs (requirements) understood early in the process and ensure that project management techniques are applied and followed, and the project activities are monitored.

Applying good project management discipline is the way to help reduce the risks. Having good project management skills does not completely eliminate problems, risks, or surprises. The value of good project management is that you have standard processes in place to deal with all contingencies.

Project management is the application of knowledge, skills, tools, and techniques applied to project activities in order to meet the project requirements. Project management is a process that includes planning, putting the project plan into action, and measuring progress and performance.

Managing a project includes identifying your project’s requirements and writing down what everyone needs from the project. What are the objectives for your project? When everyone understands the goal, it’s much easier to keep them all on the right path. Make sure you set goals that everyone agrees on to avoid team conflicts later on. Understanding and addressing the needs of everyone affected by the project means the end result of your project is far more likely to satisfy your stakeholders. Last but not least, as project manager, you will also be balancing the many competing project constraints.

On any project, you will have a number of project constraints that are competing for your attention. They are cost, scope, quality, risk, resources, and time.

• Cost is the budget approved for the project including all necessary expenses needed to deliver the project. Within organizations, project managers have to balance between not running out of money and not underspending because many projects receive funds or grants that have contract clauses with a “use it or lose it” approach to project funds. Poorly executed budget plans can result in a last-minute rush to spend the allocated funds. For virtually all projects, cost is ultimately a limiting constraint; few projects can go over budget without eventually requiring a corrective action.
• Scope is what the project is trying to achieve. It entails all the work involved in delivering the project outcomes and the processes used to produce them. It is the reason and the purpose of the project.
• Quality is a combination of the standards and criteria to which the project’s products must be delivered for them to perform effectively. The product must perform to provide the functionality expected, solve the identified problem, and deliver the benefit and value expected. It must also meet other performance requirements, or service levels, such as availability, reliability, and maintainability, and have acceptable finish and polish. Quality on a project is controlled through quality assurance (QA), which is the process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.
• Risk is defined by potential external events that will have a negative impact on your project if they occur. Risk refers to the combination of the probability the event will occur and the impact on the project if the event occurs. If the combination of the probability of the occurrence and the impact on the project is too high, you should identify the potential event as a risk and put a proactive plan in place to manage the risk.
• Resources are required to carry out the project tasks. They can be people, equipment, facilities, funding, or anything else capable of definition (usually other than labour) required for the completion of a project activity.
• Time is defined as the time to complete the project. Time is often the most frequent project oversight in developing projects. This is reflected in missed deadlines and incomplete deliverables. Proper control of the schedule requires the careful identification of tasks to be performed and accurate estimations of their durations, the sequence in which they are going to be done, and how people and other resources are to be allocated. Any schedule should take into account vacations and holidays.

You may have heard of the term “triple constraint,” which traditionally consisted of only time, cost, and scope. These are the primary competing project constraints that you have to be most aware of. The triple constraint is illustrated in the form of a triangle to visualize the project work and see the relationship between the scope/quality, schedule/time, and cost/resource (Figure 2.2). In this triangle, each side represents one of the constraints (or related constraints) wherein any changes to any one side cause a change in the other sides. The best projects have a perfectly balanced triangle. Maintaining this balance is difficult because projects are prone to change. For example, if scope increases, cost and time may increase disproportionately. Alternatively, if the amount of money you have for your project decreases, you may be able to do as much, but your time may increase.

Your project may have additional constraints that you must face, and as the project manager, you have to balance the needs of these constraints against the needs of the stakeholders and your project goals. For instance, if your sponsor wants to add functionality to the original scope, you will very likely need more money to finish the project, or if they cut the budget, you will have to reduce the quality of your scope, and if you don’t get the appropriate resources to work on your project tasks, you will have to extend your schedule because the resources you have take much longer to finish the work.

You get the idea; the constraints are all dependent on each other. Think of all of these constraints as the classic carnival game of Whac-a-mole (Figure 2.3). Each time you try to push one mole back in the hole, another one pops out. The best advice is to rely on your project team to keep these moles in place.

Here is an example of a project that cut quality because the project costs were fixed. The P-36 oil platform (Figure 2.4) was the largest footing production platform in the world capable of processing 180,000 barrels of oil per day and 5.2 million cubic metres of gas per day. Located in the Roncador Field, Campos Basin, Brazil, the P-36 was operated by Petrobras.

In March 2001, the P-36 was producing around 84,000 barrels of oil and 1.3 million cubic metres of gas per day when it became destabilized by two explosions and subsequently sank in 3,900 feet of water with 1,650 short tons of crude oil remaining on board, killing 11 people. The sinking is attributed to a complete failure in quality assurance, and pressure for increased production led to corners being cut on safety procedures. It is listed as one of the most expensive accidents with a price tag of $515,000,000.

The following quotes are from a Petrobras executive, citing the benefits of cutting quality assurance and inspection costs on the project.

“Petrobras has established new global benchmarks for the generation of exceptional share­holder wealth through an aggressive and innovative program of cost cutting on its P36 production facility.” “Conventional constraints have been successfully challenged and replaced with new paradigms appropriate to the globalized corporate market place.” “Elimination of these unnecessary straitjackets has empowered the project’s suppliers and contractors to propose highly economical solutions, with the win-win bonus of enhanced profitability margins for themselves.” “The P36 platform shows the shape of things to come in the unregulated global market economy of the 21st century.”

The dynamic trade-offs between the project constraint values have been humorously and accurately described in Figure 2.5.

Project Management Expertise

In order for you, as the project manager, to manage the competing project constraints and the project as a whole, there are some areas of expertise you should bring to the project team (Figure 2.11). They are knowledge of the application area and the standards and regulations in your industry, understanding of the project environment, general management knowledge and skills, and interpersonal skills. It should be noted that industry expertise is not in a certain field but the expertise to run the project. So while knowledge of the type of industry is important, you will have a project team supporting you in this endeavor. For example, if you are managing a project that is building an oil platform, you would not be expected to have a detailed understanding of the engineering since your team will have mechanical and civil engineers who will provide the appropriate expertise; however, it would definitely help if you understood this type of work.

Let’s take a look at each of these areas in more detail.

Application knowledge

By standards, we mean guidelines or preferred approaches that are not necessarily mandatory. In contrast, when referring to regulations we mean mandatory rules that must be followed, such as government-imposed requirements through laws. It should go without saying that as a professional, you’re required to follow all applicable laws and rules that apply to your industry, organization, or project. Every industry has standards and regulations. Knowing which ones affect your project before you begin work will not only help the project to unfold smoothly, but will also allow for effective risk analysis.

Some projects require specific skills in certain application areas. Application areas are made up of categories of projects that have common elements. They can be defined by industry group (pharmaceutical, financial, etc.), department (accounting, marketing, legal, etc.), technology (software development, engineering, etc), or management specialties (procurement, research and development, etc.). These application areas are usually concerned with disciplines, regulations, and the specific needs of the project, the customer, or the industry. For example, most government agencies have specific procurement rules that apply to their projects that wouldn’t be applicable in the construction industry. The pharmaceutical industry is interested in regulations set forth by government regulators, whereas the automotive industry has little or no concern for either of these types of regulations. You need to stay up-to-date regarding your industry so that you can apply your knowledge effectively. Today’s fast-paced advances can leave you behind fairly quickly if you don’t stay abreast of current trends.

Having some level of experience in the application area you’re working in will give you an advantage when it comes to project management. While you can call in experts who have the application area knowledge, it doesn’t hurt for you to understand the specific aspects of the application areas of your project.

Understanding the Project Environment

There are many factors that need to be understood within your project environment (Figure 2.7). At one level, you need to think in terms of the cultural and social environments (i.e., people, demographics, and education). The international and political environment is where you need to understand about different countries’ cultural influences. Then we move to the physical environment; here we think about time zones. Think about different countries and how differently your project will be executed whether it is just in your country or if it involves an international project team that is distributed throughout the world in five different countries.

Of all the factors, the physical ones are the easiest to understand, and it is the cultural and international factors that are often misunderstood or ignored. How we deal with clients, customers, or project members from other countries can be critical to the success of the project. For example, the culture of the United States values accomplishments and individualism. Americans tend to be informal and call each other by first names, even if having just met. Europeans tend to be more formal, using surnames instead of first names in a business setting, even if they know each other well. In addition, their communication style is more formal than in the United States, and while they tend to value individualism, they also value history, hierarchy, and loyalty. The Japanese, on the other hand, tend to communicate indirectly and consider themselves part of a group, not as individuals. The Japanese value hard work and success, as most of us do.

How a product is received can be very dependent on the international cultural differences. For example, in the 1990s, when many large American and European telecommunications companies were cultivating new markets in Asia, their customer’s cultural differences often produced unexpected situations. Western companies planned their telephone systems to work the same way in Asia as they did in Europe and the United States. But the protocol of conversation was different. Call-waiting, a popular feature in the West, is considered impolite in some parts of Asia. This cultural blunder could have been avoided had the team captured the project environment requirements and involved the customer.

It is often the simplest things that can cause trouble since, unsurprisingly, in different countries, people do things differently. One of the most notorious examples of this is also one of the most simple: date formats. What day and month is 2/8/2009? Of course it depends where you come from; in North America it is February 8th while in Europe (and much of the rest of the world) it is 2nd August. Clearly, when schedules and deadlines are being defined it is important that everyone is clear on the format used.

The diversity of practices and cultures and its impact on products in general and on software in particular goes well beyond the date issue. You may be managing a project to create a new website for a company that sells products worldwide. There are language and presentation style issues to take into consideration; converting the site into different languages isn’t enough. It is obvious that you need to ensure the translation is correct; however, the presentation layer will have its own set of requirements for different cultures. The left side of a website may be the first focus of attention for a Canadian; the right side would be the initial focus for anyone from the Middle East, as both Arabic and Hebrew are written from right to left. Colors also have different meanings in different cultures. White, which is a sign of purity in North America (e.g., a bride’s wedding dress), and thus would be a favoured background colour in North America, signifies death in Japan (e.g., a burial shroud). Table 2.1 summarizes different meanings of common colours.

Project managers in multicultural projects must appreciate the culture dimensions and try to learn relevant customs, courtesies, and business protocols before taking responsibility for managing an international project. A project manager must take into consideration these various cultural influences and how they may affect the project’s completion, schedule, scope, and cost.

Management Knowledge and Skills

As the project manager, you have to rely on your project management knowledge and your general manage­ment skills. Here, we are thinking of items like your ability to plan the project, execute it properly, and of course control it and bring it to a successful conclusion, along with your ability to guide the project team to achieve project objectives and balance project constraints.

There is more to project management than just getting the work done. Inherent in the process of project management are the general management skills that allow the project manager to complete the project with some level of efficiency and control. In some respects, managing a project is similar to running a business: there are risk and rewards, finance and accounting activities, human resource issues, time management, stress management, and a purpose for the project to exist. General management skills are needed in every project.

Interpersonal Skills

Last but not least you also have to bring the ability into the project to manage personal relationships and deal with personnel issues as they arise. Here were talking about your interpersonal skills as shown in Figure 2.8.

Communication

Project managers spend 90% of their time communicating. Therefore they must be good communicators, promoting clear, unambiguous exchange of information. As a project manager, it is your job to keep a number of people well informed. It is essential that your project staff know what is expected of them: what they have to do, when they have to do it, and what budget and time constraints and quality specifications they are working toward. If project staff members do not know what their tasks are, or how to accomplish them, then the entire project will grind to a halt. If you do not know what the project staff is (or often is not) doing, then you will be unable to monitor project progress. Finally, if you are uncertain of what the customer expects of you, then the project will not even get off the ground. Project communication can thus be summed up as knowing “who needs what information and when” and making sure they have it.

All projects require sound communication plans, but not all projects will have the same types of commu­nication or the same methods for distributing the information. For example, will information be distributed via mail or email, is there a shared website, or are face-to-face meetings required? The communication management plan documents how the communication needs of the stakeholders will be met, including the types of information that will be communicated, who will communicate them, and who will receive them; the methods used to communicate; the timing and frequency of communication; the method for updating the plan as the project progresses, including the escalation process; and a glossary of common terms.

Project management is about getting things done. Every organization is different in its policies, modes of operations, and underlying culture. There are political alliances, differing motivations, conflicting interests, and power struggles. A project manager must understand all of the unspoken influences at work within an organization.

Leadership is the ability to motivate and inspire individuals to work toward expected results. Leaders inspire vision and rally people around common goals. A good project manager can motivate and inspire the project team to see the vision and value of the project. The project manager as a leader can inspire the project team to find a solution to overcome perceived obstacles to get the work done.

Motivation helps people work more efficiently and produce better results. Motivation is a constant process that the project manager must guide to help the team move toward completion with passion and a profound reason to complete the work. Motivating the team is accomplished by using a variety of team-building techniques and exercises. Team building is simply getting a diverse group of people to work together in the most efficient and effective manner possible. This may involve management events as well as individual actions designed to improve team performance.

Recognition and rewards are an important part of team motivations. They are formal ways of recognizing and promoting desirable behaviour and are most effective when carried out by the management team and the project manager. Consider individual preferences and cultural differences when using rewards and recognition. Some people don’t like to be recognized in front of a group; others thrive on it.

Negotiation

Project managers must negotiate for the good of the project. In any project, the project manager, the project sponsor, and the project team will have to negotiate with stakeholders, vendors, and customers to reach a level of agreement acceptable to all parties involved in the negotiation process.

Problem Solving

Problem solving is the ability to understand the heart of a problem, look for a viable solution, and then make a decision to implement that solution. The starting point for problem solving is problem definition. Problem definition is the ability to understand the cause and effect of the problem; this centres on root-cause analysis. If a project manager treats only the symptoms of a problem rather than its cause, the symptoms will perpetuate and continue through the project life. Even worse, treating a symptom may result in a greater problem. For example, increasing the ampere rating of a fuse in your car because the old one keeps blowing does not solve the problem of an electrical short that could result in a fire. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms, which then affords opportunities for solutions. Once the root of a problem has been identified, a decision must be made to effectively address the problem.

Solutions can be presented from vendors, the project team, the project manager, or various stakeholders. A viable solution focuses on more than just the problem; it looks at the cause and effect of the solution itself. In addition, a timely decision is needed or the window of opportunity may pass and then a new decision will be needed to address the problem. As in most cases, the worst thing you can do is nothing.

All of these interpersonal skills will be used in all areas of project management. Start practicing now because it’s guaranteed that you’ll need these skills on your next project.

Image Descriptions

Figure 2.5 image description: The sign says, “We can do good, quick, and cheap work. You can have any two but not all three. 1. Good, quick work won’t be cheap. 2. Good, cheap work won’t be quick. 3. Quick, cheap work won’t be good.” [Return to Figure 2.5]

Text Attributions

This chapter was adapted and remixed by Adrienne Watt from the following sources:

• Text under “Project Attributes,” “Project Characteristics,” “Process of Project Management,” and “Project Management Expertise,” were adapted from “What is a Project?,” “Project Characteristics,” “What is Project Management,” and “Project Management Areas of Expertise” in Project Management for Skills for All Careers by Project Management Open Resources and TAP-a-PM. Licensed under a CC BY 3.0 licence .
• Table 2.1 was adapted by Merrie Barron and Andrew R. Barron from P. Russo and S. Boor, How Fluent is Your Interface? Designing for International Users , Proceedings of the INTERACT ’93 and CHI ’93, Association for Computing Machinery, Inc. (1993). The table is from “ Project Management Areas of Expertise ” in Project Management. Licensed under a CC BY 4.0 licence .

Media Attributions

• Chaosreport2009 © Merrie Barron & Andrew R. Barron is licensed under a CC BY (Attribution) license
• Triple constraint triangle © John M. Kennedy T is licensed under a CC BY-SA (Attribution ShareAlike) license
• Whac a mole © sakura is licensed under a CC BY (Attribution) license
• Petrobras sinking © Richard Collinson is licensed under a CC BY-NC-ND (Attribution NonCommercial NoDerivatives) license
• Good-quick-cheap © Barron & Barron Project Management for Scientists and Engineers. is licensed under a CC BY (Attribution) license
• Areas of expertise © Barron & Barron Project Management for Scientists and Engineers is licensed under a CC BY (Attribution) license
• Project environment © Barron & Barron Project Management for Scientists and Engineers, is licensed under a CC BY (Attribution) license
• Interpersonal skills © Barron & Barron Project Management for Scientists and Engineers is licensed under a CC BY (Attribution) license

2. Project Management Overview Copyright © 2014 by Adrienne Watt; Project Management Open Resources; and TAP-a-PM is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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Operations And Project Management

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Introduction

Operations management plays an important role in the development of an organization. It is an administrative business practice which focuses on yielding highest productivity within organization (Operations and Project Management. 2019). In this report, The organization taken is Samsung in which as a Manager Research and New Product Development, the company wants to enter into the Large Screen Television Market. It wants to develop a minimum screen size of 58 inches or more, which include stadium and park screen. In this report, the effectiveness of operations management principles are critically analysed and reviewed. The concepts of continuous improvement in an operational context is applied. Project Life Cycle and it's applications are critically analysed and reviewed so that the new project can be successfully implemented in the company.

P1. A review and critique of the implementation of operations management principles within an organisational context

In an organization, operations is the conduction of different tasks. These different tasks are the happenings in a systematic way. The management of these tasks according to increase the productivity is known as operations management. It includes the management of the firm from manufacturing to delivery of goods and services. It is an important function within the company through which planning, organizing and investigating different situations of company included. It is a multidisciplinary approach which is used by organizations for optimizing maximum output from the employees. To increase the efficiency of the company, there are different principles of operations management. In case of Samsung the principles of operations management are stated as below:

Principles of Operations Management

It is the basic principles of operations management . It should focus on the problem rather than the techniques (Artto, K., Ahola, T. and Vartiainen, V., 2016). There is no universe solution for each and every problem. Therefore, Samsung should focus on the issue which has to be resolved. Each and every issue has its own way of handling, that is why Samsung should focus on the issue rather than the techniques which can be used to handle it.

Organization:

An organization have different operational functions that are interconnected with each other. It is the responsibility of manager to handle each operations with effectiveness. If an operations is not performing well it can affect other also. In case of Samsung, the company should process all it's functions with effectiveness. This will integrate all of its department to work with each other. Thus the productivity and profitability will be increased.

Fundamentals:

According to this principle, 80% of the success of an organization depends upon following the basics of business while rest depends upon the innovation, thinking and perception of the leader (Fleming, Q. W. and Koppelman, J. M., 2016). In case of Samsung, it is going to invest in launching the large screens. Therefore to successfully implement the product in market, company should follow the basic rules of performing the business. These principles can be management, operations etc.

Accountability:

This principle suggests that the managers an leaders should be accountable to the management of an organization. There should focus on the functioning of the firm, whether all tasks are running according to the objective or not. In case of Samsung, the managers should focus on promoting the products through different marketing channels.

The operations management of a company should not be static in nature. The dynamic nature will help the company in adopting new trends and technology. Samsung is lack in taking feedback from its customers that is why the customers are paying less attention towards the product. Customers are the end user of the product therefore feedback is important for th

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PART 1 Question 1 a) Define GIS and three ways GIS can be used in modern business This question will help in explaining GIS and the way in which it can be used in modern business. GIS is also known as geographical information system which is mainly designed to capture, analyse, store,

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ASSIGNMENT FOR OPERATION MANAGEMENT

ADDIS ABABA 1. Take a given hospital in Ethiopia and define hospital operations management as a transformation process. Consider all the inputs, processes and the outputs in the hospital operations system and explain each of them.

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Unit 16 Operations and Project Management Assignment

Introduction

The Operations and project management assignment is based on the case study of WH Smith and has the basis of operations management. Task 1 would discuss on the importance of operational management and the need to produce safely, on time, to cost, to quality and within the law. It will also establish a link between the operations management and strategic planning. Task 2 will discuss on the importance of 3 E’s. It will explain the tension that prevails between the cost minimization and quality maximization. It will analyse and explain on the significance of 5 performance objectives. Task 3 will explain the process of linear programming, critical path analysis and network planning and operational planning and control process. Task 4 will produce a set of clearly defined operational outcomes, network plan and critical path. It will also discuss on how quality could be defined and maintained.

This task will discuss on the establishment of the significance of operations management. It will also analyse the link that exists between the operations management and strategic planning.

1.1 Explain the importance of Operational Management to WH Smith.

WH Smith was able to become one of the most regarded and highly paid retailers by going against the grain. They established their systems, processes, practices and the procedures. They analysed the importance of having the systematic processes and management of the operations well. The CEO of the company Kate Swann broke the rules of the running of the high street retail business (Voss et al, 2002). She took the decisions in the area of expansion on the basis of the operations that were running successfully by the company. She stopped Zavvi and HMV in the face of the online competition. It could be said that it was operations, its analysis and the market trends that helped the CEO to analyse the changes and the developments that she has to bring about in the company. From the case study it could be inferred that Operations Management acts as the heart for an organization. It is very important to build and run the business operations of the company successfully. It handles the operations, designs, implementation and management of the complete system of the company. It gives a great clarity on the roles, responsibilities, significance and importance of the employees, management and employers of the company. WH Smith ensured that there would be efficiency and effectiveness in the business and operations of the company when they managed their operations well. It reduced the business in the areas where it felt there was lesser revenues and profitability. It was operations management that helped the company in bringing the productivity and profitability to their products and services (Stevenson & Hojati, 2007).

1.2 Explain the need to produce safely; on time; to cost; to quality and within the law in WH Smith.

Need to produce safely.

For each and every organization, the need to produce health and safety is very important for the company especially its employees. Employees are said to be assets for the company. They have to be given a safe and secure environment so that they are giving effective and maximum productivity.

WH Smith gained the image of the best retailer in the market as it used to deliver its products and services in time. WH adopted the measures so that the company is able to meet the customer expectations and sell them the products in time.

The major driver for the success of WH Smith was cost effectiveness. It saved the money by restricting itself to the areas which are less profitable and helping the company in gaining the profitability.

WH Smith was able to attain the most successful and significant position in the market as it brought about quality in its products and services. Due to its quality orientation, it attained the loyalty of its customers.

To produce within the law

WH Smith operated its company as per the rules, regulations and legal acts and framework. This in turn helped the company in attaining its position in the market.

1.3 Explain the link between Operations Management and strategic planning as it concerns WH Smith.

There is a very strong relationship that exists between the operations management and strategic planning. Unless there is strategy, the operations cannot be aligned to it. This is even applicable vice versa. It is important that based on the adopted strategy, the operations are being carried out and even the decisions are taken in this regard (Slack et al, 2010). WH Smith analysed that there are certain business areas where the company is unable to achieve success and results. It then took the decision to close of the operations in these areas and concentrate on the core areas where the company will become successful. Based on the strategy of operations, the company initiated its project under the leadership of the CEO and helped in concentrating on the operations of the areas where the company can easily attain the profitability and revenues. This helped the company in attaining the success and working profitability and efficiently.

1.4 Produce a systems diagram to illustrate a typical business of WH Smith

Under this task a discussion on the 3 E’s would be carried out with reference to the case study. It will establish the link between the cost minimization and quality maximization significance and 5 performance objectives set by the company.

2.1 Explain the Three E’s (economy, efficiency and effectiveness) in WH Smith.

Three E’s are Economy, Efficiency and Effectiveness.

Economy refers to the process of doing the business activities in such a way that there is cost minimization and optimization. WH Smith understood on importance of closing of the business areas where it is earning losses and not much profitability. It understood to develop the areas where it can effectively earn the profits and revenues. It was due to the economic decision of the company that it established and worked upon its operations. This helped the company in achieving the businesses well.

It refers to a process of doing things easily and smoothly. It also refers to a process whereby the outcome of the business is same and matching with the strategic plan that has been set up. WH Smith took effective and corrective steps and reached far beyond its image with the competitors.

Effectiveness

WH Smith worked effectively by studying and analysing the markets, competitors and the existing processes for operations that are followed by the company (Krajewski & Ritzman, 1999).

2.2 Explain the tension between cost minimization and quality maximization at WH Smith.

During the initial times, when the company was struggling, it had to save on its costs and make sure that the operations are run on the minimum costs with the effective output. During these times, cutting down the costs in all the areas could have been riskier for the company. Based on the economic and market requirements, the company planned to stop working in the areas which were very less productive and profitable for the company. It used various strategic approaches like organizing several promotional activities, setting up of stores in various locations and closing of the unprofitable businesses. Based on these and even the process by which they could introduce the maximum level of quality, the company has succeeded. The strength of judiciously using the economic approach helped the company in achieving quality perspective and objective within the organization.

2.3 Evaluate the significance of the five performance objectives that underpin operations management of WH Smith.

The 5 major performance objectives that were set for the operations management in WH Smith were: 

• Objective 1 – Cost Reduction – The company established the strategy of reducing the costs in all the areas. It maintained its balance in terms of the segments in which the costs and prices are kept as per the market and competitive trends.
• Objective 2 – Expanding the scope and operational horizons – It opened up many stores and outlets in various locations so that the company may reach out the large number of customers (Meredith, 1998).
• Objective 3 – Bringing Technology Advancements and Digitization – It has to set up advanced tools, equipment and the technology so that the company is able to get digitized and maintain the balance in the market demand and supply.
• Objective 4 – Organizing Promotional Events and Activities – WH Smith organized a lot of events, activities and the promotional strategies whereby it could easily set up its business in the domestic as well as the international operations.
• Objective 5 – Concentrating on the Efficiency and Productivity – The Company believed that it has to carry out its operations with efficiency and productivity. It studied the market and the competitive trends and produced only those types of products and services that will be liked and admired by the customers.

This task would be discussing on the application of linear programming at WH Smith. It will also discuss on the critical path analysis and network planning using the operations at WH Smith. It will also emphasize on the need for the operational planning and control using the WH Smith Operations.

3.1 Explain linear programming using any WH Smith operations.

Linear Programming has become a very significant tool for the WH Smith operations. It is said to be a tool or the procedure that helps in the taking of the effective management decisions by the company. It has helped WH Smith in reducing of costs and prices pertaining to the management and business decision making. It has also helped the company in attaining the highest image as a top retailer in the market. It has even enabled the company in making its day-to-day and later decisions of the management origin.

3.2 Evaluate critical path analysis and network planning using any WH Smith operations.

Critical Path Analysis is said to be a tool that helps the organization in the following ways: • Setting up of the sub tasks for a bigger task or the target. • Displays the order in which the various activities or business processes have to be carried out. • It even prioritizes the various activities in the order of their significance and set up. • It enables a company in knowing the various resources that would be needed to operate the company. Hence CPA is said to be a project planning and management tool. It helps in carrying out of operations and various processes well.

3.3 Explain the need for operational planning and control using any WH Smith Operations.

It has been observed that even after the operations are run successfully then also there are certain areas where the decisions are very important to be taken. This is due to the reason that decisions are taken on small scale and not for a longer run. They have to be taken so that there is effective planning of the operations. For this purpose of making and taking the decisions effectively for small periods, there is a need for the planning and control. It helps in the control of manpower, capital and various other resources well. It helps in predicting the demand for the future for the various resources. Based on the planning process for the various operational activities, the control over them would be established and followed so that there is an alignment of all kinds of resources well.

This is the task that will be producing the set of clearly defined operational outcomes using any WH Smith Operations. It will also produce the network plan and indicate the resultant critical path for the company.

4.1 Produce a set of clearly defined operational outcomes using any WH Smith Operations.

The set of clearly defined operational outcomes using the WH Smith operations are:

• Attracting and retaining the maximum number of clients and customers for the company – The target of the company was to make a network of customers who like the products of the company and they become loyal to the production quality and efficiency of the company.
• Attracting more number of customers in the teenage – They have used the most creative and innovative approaches or the techniques whereby the company can easily establish the link and brand in the retail market.
• Making all kinds and varieties of the products of the company easily available in the stores and outlets – By developing and opening of more and more stores, the company established its business for a longer run (Heizer et al, 2004).

4.2 Produce a network plan and indicate the resultant critical path using any WH Smith Operations.

The task that would be taken up is developing and organization of a promotional activity or the campaign by the company. The tasks that are involved in this activity are: 

a. Planning of the activity. b. Developing a video for the media. c. Design of the hoardings. d. Testing the video for media. e. Testing the hoardings to be placed. f. Presenting the activity plan to the board. g. Communication of the activity plan to the employees for their support. The time required for the completion of these tasks is listed in the table drawn as under: Task Priority/Dependency/Order Time (Hrs) a. To be done first 4 b. After completion of a 6 c. After completion of b 7 d. After completion of c 8 e. After completion of d 10 f. Start when d and e are finished 9 g. Starts when d, e and f are finished 5

The above is the critical path that has been formed along with the network diagram (Flynn et al, 1990).

4.3 Explain how quality could be defined and maintained.

Quality could be defined as the state which is free from defects or any kinds of errors. It is essential for a company to maintain quality. It could be achieved in the following ways: • By proper check and audit mechanism. • By consistently following the regulations, acts, legislations and techniques as per the required standards. • Training and development of the staff for effective and productive ways.

WH Smith was able to redevelop and attain its highest position in the retail industry by following specific operational standards and procedures. It has been able to follow the operations management and develop a strategy that has helped it to achieve success for a longer run or period. The major strategy that the company followed was closing of the non-profitable business units and segments. It helped it could reduce the costs and invest in the core areas where it could generate maximum revenue. It even introduced and opened up a lot of stores and the outlets in various areas so that it could attain profitability and help itself in reaching maximum number of customers. It even carried out the promotional activities, events and programs so that they could easily target the target customers that it has set for itself. The company walked against the current and achieved the profitability in all ways. In the nutshell it was successful as it organized and effectively managed its operations (Gaither, 1987).

Flynn, B. B., Sakakibara, S., Schroeder, R. G., Bates, K. A., & Flynn, E. J. 1990. Empirical research methods in operations management. Journal of operations management, 9(2), 250-284.  Gaither, N. 1987. Production and operations management: A problem-solving and decision-making approach. Dryden Press.  Krajewski, L. J., & Ritzman, L. P. 1999. Operations management. Reading, MA: Addison Wesley.  Meredith, J. 1998. Building operations management theory through case and field research. Journal of operations management, 16(4), 441-454.  McCutcheon, D. M., & Meredith, J. R. 1993. Conducting case study research in operations management.  

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Unit 16: Operations and Project Management Assignment

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1. Introduction of the chosen organization

2. explanation of operation vs. operations management, 3. operations management meets the requirements of the business, 4. continuous improvement and lean principles.

• 5. Implementation of operations management principles in Sainsbury’s

6. Continuous improvement plan

7. recommendation to improve operations, 1. overview of the case study, 2. project life cycle, 3. analysis of the project life cycle, methodologies and tools used, 4. effectiveness of the project life cycle theories and concept, 5. evaluate the plc.

Words: 6262

Developing strategies and planning is essential to make sure that the objectives and goals are being achieved by getting in improvement that can be done. Improvement planning is a very essential factor which a business must have and Sainsbury’s is making sure that they are taking the right operation and operation management for them to gain competitive edge. Sainsbury’s is a public organization which is having its headquarters in London, United Kingdom. The company is operating in the market since 1869 and has more than 1,428 locations as of 2019. Sainsbury’s is having a net income of £152 million as of 2020 despite of the lockdown and the pandemic situation which rose (J Sainsbury Net Income 2006-2020, 2021). The company is trying to have higher competitive profit in the market so that they would be able to overcome businesses like Tesco, Marks & Spencer, etc in the country and gain a higher consumer base. For being able to perform well the quality of the products and services must be focused upon which is going to make sure that there is better processing. The report discusses the operation management functioning and methods to implement them in business so that there is a higher working which the business will be able to have.

 Other differences between operation and operation management are as follows.

• To convert the raw material into finished goods both the processes are very essential for the company to have. But on the other hand operation management works on the design of the products and services which the clients are receiving.
• Quality of the products is worried about by the operations but the design and satisfaction of the clients is a very essential factor for the company to have for the operation management is concerned with (Wedel and Behnezhad, 2019).
• Satisfaction of the clients is very important for the company to have so that there is a stable working and positioning. Operation and operations management are very important for the services and convert the input into output.

Operations management would make sure that the business is being able to match the standards and working which they are having in the market. Businesses in the market have to make sure that they have good knowledge and working in the market so that they would be able to gain the right working.

Advantages of operations management which Sainsbury’s would have are that there is a high level of advancement which would be present in the processing of the company so that they would be able to increase their standards in the competition which is existing. Resource management in the company is going to be better and make sure that there is a good capital saving which the business would have for higher smooth working and manufacturing for the long run of the company (Visser, 2020). Maximising the growth of the company in all aspect is very essential for the business to have so that there is going to be better working and functioning which the business would have. Delivering of goods and services according to the clients is also going to be present. This would make the processing and working is better and products are going to be well kept so that there is good delivery that is present.

There are a lot of disadvantages as well which are going to be present in operation management as well which is that there can be a problem with the human error in Sainsbury’s. Requirement of good coordination for operations management to take place so that there is higher working and processing which is present so that the company would have the right manufacturing to make sure that the clients are getting the best. Sainsbury’s is not going to have a problem with coordination which is a great factor and make the business be able to have higher processing and working.

Requirement of Sainsbury’s is to gain the right position, profit margins and reputation in the market so that they would be able to increase the accurate competitive edge and larger customer base. The business will be able to have a good working and positioning when there is good use of operation management and make sure that the business is having the accurate decision making and planning according to it (Mihalescu, Gheorghe and Boiangiu, 2017). Management would have an effective monitoring and controlling that the employees have the right expected working for the company and make sure that they gains higher profitability in the market.

Continuous improvement is going to make sure that there are better standards which the company is having and lean principles make sure that there is a creation of good knowledge that is present. Building quality in existing products and services that would make the organization have higher profit as well that would be discussed in the further report.

Kaizen philosophy of continuous development

Kaizen is a Japanese word which means changing for the good and is a continuous development. Different factors are included in this philosophy are going to be discussed in the further report.

Improved morale

Management and managers must have good self confidence and morale of their own so that they would be able to make sure that there is good working environment. Sainsbury’s is having a well motivated workforce by providing them with training and development from time to time so that they would be able to perform better in the competitive market (Chelcea, Filiuta and Boiangiu, 2017).

Teamwork’s

Operation management team needs to work as a team so that they would be able to develop a continuous improvement in the working and performance that would be there. Improvement according to the changes of technology which are coming in the market is very important for Sainsbury’s so that there is better working.

Personal discipline

Discipline towards work and motivation in the working environment is very important for all the individuals of the company to have. For the operation manager it is very important to have a follow up all the time of the operations management team so that they would be able to make sure that they all are equally accountable for the working of Sainsbury’s.

Quality circles

Quality products and services have to be present in the quality circle so that there is a good offering that would exist in the market of the company (Romano, 2017). Type of working environment is also going to be improved and there is going to be fewer people which would be required for the processing as well.

Continuous improvement Lean principle

Create knowledge.

Awareness of the products and services needs to be higher in order to be able to have the right client base and make the people have better trust in the business.

Deliver fast

There is a development in Sainsbury’s to make sure that there would be faster delivery that is present in the business. This way there is good performance that the company can have and the branding is going to be higher as well.

Eliminate waste

Waste management needs to be higher so that the company would be able to have higher profit margins. The company can save on the raw material which is not being used for production and processing (Miterev, 2017). There is a lot of transportation which would have to make sure that there is good costing and other elements like over production, motion, etc. which have to controlled in the company for being able to have a better standards.

Optimize whole

Technology has to be increased and software development is very important for the business strategies for development in working.

Build in quality

Pair programming quality is essential in Sainsbury’s to make sure that there is good response that they would have a better working. There is a lot of amount which is spent on the raw material that could be avoided by the company for having cost saving processing which is present for the long run.

Respect people

Importance of the workforce which is present in Sainsbury’s is very important for the company to have. There has to be good helping for the employees that must be there so that the value would be higher of the company in the market.

5. Implementation of operations management principles in Sainsbury’s

To be able to have an overall improvement and working balance they would be making good operations management principles which are present for Sainsbury’s to follow. Motivation is going to play a very crucial role in making sure that the business is having the right operations management processing with accurate skills and knowledge to make sure that the organization is having a good working in the market (Madan and Gnanendran, 2020). This would make the results and achievements of the organization are higher and the performance of the employees would be higher as well. Training and development programs must exist for the employees so that the investment is done accordingly to make sure that there would be right saving and profits which the company is going to have. There are a lot of issues and problems which a business can have so that there would accurate development by making regular checking of the business would be there. Roots are very strong which is why taking a risk is not going to be difficult for the organization to include good improvement and operations management that is there.

Controlling the issues is very important otherwise the environment of the business is going to get affected. Product and services of the development of Sainsbury’s which would make the main aim of the business has to be higher so that there would be right working. Sainsbury’s belongs from the retailing industry which is that there is a lot of competition in this field and the organization will have to make sure that there is right working that they are adopting so that there are profits (Noveiri, 2019). The focus is going to be on the satisfaction of the clients and the internal environment so that they will be able to have the right working and performance that a business must work upon. Problems like resistance from employees, etc can be solved when there is a good relationship and operations management is going to make sure that there is good cost saving and investment which the company is having for themselves in the market.

Strategies and method which the company is having are all planned well so that the company will be able to develop effectively. Continuous improvement plan helps the company be able to monitor, control, design the plans well, commitments are higher and the act of processing which is a very important factor. Six sigma and lean manufacturing are very practical methods for continuous improvement which is necessary for the development of the company (Whyte and Nussbaum, 2020). Profits which the business can have by implementing them is that there is faster processing and make the right planning which is making the company save on production of the products. There are long term goals which can be achieved and make sure that there is less wastage as well which can be avoided by the organizations.

Figure 1: Six sigma

(Source: Six Sigma for Improved Quality Management, 2020)

• Plan Do Check Act (PDCA) cycle

This process is for making sure that the changes are being understood in the company and impact would be lower in adapting them. Improvement of people processing has to be higher so that the company will be able to have a better lean manufacturing that is present.

The organization works according to the plan, best of strategies are implemented so that there is higher improvement that the company would have for the better. Solved problems and other resources have to be worked upon so that the company can have better working.

Efficiency of the development has to be higher and planning must be done well so that there is a good action plan that would be there.

Vital checking has to be done in the company so that there would be understood improvement that the company would have.

Perfect management is changing and continues development has to be present in actions which are present which is going to make the company have a competitive edge (Franco Franco, Guzmán Cortés and González Rodríguez, 2018).

• Performance Measure

Understanding performance from the past has to be present for improvement by Sainsbury’s to make sure that there is higher working. International platform is also explored by the business which has to be well handled by the company so that there is good development. Operations management has to be higher as well so that the performance of the company can have the right information and make sure that there are better standards.

• Commitments

Commitment of employees and customers has to be present in order to make sure that there is good productivity and services. Crucial working and understanding of this aspect is going to make sure that the commitment for products and services would be higher and make the awareness be present as well so that there is a good development in the working that would be there. There are goals and aims which the businesses are going to have for themselves and that would make the standards of the company be higher.

There has to be continuous development that requires good mapping and analysis which would be required for matching the objectives of the business.

• The problems which the Sainsbury’s is having with the workplace, that the employees are not having a common ground of working. The focus of the company is upon the customers and for that to continue the organization will have to make sure that they are taking the right measures to focus and solve the issues which are rising (Nicholas and Steyn, 2020). Strategies can only be well adapted when there is good team working and for that the company will have to make sure for better profits.
• Technological aspect in Sainsbury’s has to be improved so that they are going to have a better operations management and planning which is present. There is a lot of help with the company can get from technologies and errors are also going to be lower. This would help the company be able to gain trust and loyalty from the market. Getting Lewin change theory would be helpful for Sainsbury’s to be able to adapt to the operation managements processing which must be involved.

The case study is on Cadbury India which is about incident of October 2003, in which there were cases of worms being found in their products. It was not the fault of the production department of the company but the problem was with their retailers who did not have the right equipments to store them safely. It was because of this negative influence and publicity the company went down with their sales by 30% which is not a good factor to be able to maintain their reputation (Cadbury: Case study analysis, 2016). There were a lot of employees which are briefed about the actions and meetings were held with the senior managers with emails also being passed on so that there is a higher working.

The company came up with instant solutions very quickly which is a very good factor for the company to have. Indian population was negatively harmed which is a bad thing for the company to have and this factor must be improved. The package of Cadbury also changed in 2004 so that they would be able to make sure that the clients are going to have a different impact of the company. It is because of the packaging the company was able to make sure that there would be a growth in the sales by 15 percent which is going to make the company be able to gain their competitive edge again in the market.

Project life cycle is the process which is used in the businesses to be able to get in the right development and changes which are required by the company to have for the long run. Managers of the company have to understand the stages which are included in this process as well as understand the methods as well. Cadbury worked on their reputation and negative social media impact which the product of the business has caused in the market. There are a lot of changes which were got in like the right equipments and the packaging the products and services of the company which were changed. Changed need the right communication and interest level of the employees which are present in the company (Petrillo and et.al., 2021). Working on the right points to make sure that the company would not be losing on their loyalty and trustworthy clients of the company is very essential.

Project plan is good for making sure that the company is being able to have the right manufacturing so that there is a good development. Performance of the company has to be higher and because of the worms the company lot the control on the market as well. Management must take the right development plans in order to make sure that there is right manufacturing and trust from the consumers which can be gained again (Alves, Ferreira and de Nadae, 2021). CSR projects have to be developed in order to make sure that the company is having the right portfolio and strength of the brand can be gained easily in the market as well. There were campaigns and other factors which were involved as well to make sure that there is a good development which the company is going to have for the long run.

Project life cycle is divided into 4 stages which are as follow:

• Project initiation

There has to be good planning of projects which are present in the company therefore there are essential stages which must be followed. Identifying the problem is very essential for the planning and this stage is also going to include the objectives and aims which have to be achieved by the company for the long run. Cadbury will have to work on the social media influence and make the image be positive again in the market. The issue is that monitoring the processing till the consumer contains the product is very essential therefore this action needs to be taken effectively by the company (Caramia, 2020). Lifestyle of the consumers is developing and they are getting aware of the safety and health factors as well therefore developing in this aspect is very essential for the company to have.

• Project planning

The second stage there is good planning, which is that after initiating the objective which needs to be accomplished. There has to be detailed information and development on the objectives so that the company would be able to have a higher working. Lifestyle of the employees also has to be worked upon so that there is a better topic which is going to be present and the risk factor present in the company is going to lower down. Crucial business plans have to be made in order to have the right working and functioning so that there is a higher profit which Cadbury will have for the future as well (Yaghtin and Abbasi, 2018). One sense of direction is very essential in any organization so that they can achieve the targets and goals. Detailed planning would make sure that there is good development in the processing and working so that there are better opportunities which Cadbury will be able to build upon again.

• Project execution

Processing of the execution of the plan has to be done effectively and smoothly so that there is going to be less pressure on the internal working of the company. Planning is easily done but for being able to implement them there has to be right knowledge and understanding of it. Changes will have resistance but they have to be over come easily and faster to make sure that there is better development that is present (Kasimo?lu and Akgün, 2021). Conflicts of understanding and responsibilities would change therefore this aspect has to be attended to effectively so that there is going to be right processing of operations and higher achievements can be made as well. Budget is also going to be limited by Cadbury to make the changes and branding of the company is present therefore higher working and processing has to be done so that there is better development that is present.

• Project closure

In this stage there is a calculation and closing down of all the phases which were involved in the project to be successful. This is going to make sure that the performance from the team is right and make the right documentation for the further working which is very important. This documentation is going to be very helpful for the future as the company will be able to get in improvement in the project when and were required. Budget has to be well understood after the execution and other aspects of the project to make sure that there was right planning so that this experience can be used in the future as well.

Analysis of project life cycle is very effective for the company with the right methodologies which can be used by the company. Methodologies are of different kind as well which has to be calculative and well understood so that there is higher working and processing which is present (Cortés, Rodríguez and Franco, 2019). Costing and budgeting is included in these methodologies as well so that there is going to be right risks, flexibilities, timelines, stakeholders, etc which would be involved as well so that there is better achievement of the objectives that are there. There is a lifestyle of the employees as well which has to be well understood to get in changes and make Cadbury be able to match the coming up demand and needs of the clients in the future.

Methodologies which Cadbury are going to require are going to be related to the marketing and promotions of the company in the market so that there is an increase of the sales again. There are traditional and modern practices which are present in project management and it is very important to understand which one has to be used in which situation. There has to be clear definition of objectives and aims so that the project is done well making the standards of the company be higher and make sure that there is higher profitability.

Tools would help to make sure that there is better management calculation for analysing the project as well. Planning and collaboration is very important for the well help in documentation as well. Effective business case study always helps the other businesses as well to make sure that they are taking the right standards of working for themselves.

• Critical path method

Calculating the path which the organization is going to follow is very essential to make sure that there is a better long term working which the business is going to have (Camarena Gil, 2019). Delay in the entire project would only make the situation for Cadbury be worst and this aspect or factor has to be improved by the company for the long run.

• Network diagrams

Information is well analysed and then better creation of the project planning would take place which is very essential for the company to have. Arrows are present in the diagrams for simplicity of the working which is very important for the company to have for the long run.

• Gantt charts

Gantt chart gets in a better sense of direction since the timeline is defined and following that to achieve the objectives would be easier for the company. Starting date and end date is present which would make the standards of the working be better and make the project be achieved by the organization.

Effectiveness of project life cycle is present which are discussed in the further report.

• Ability to design project stage

Cadbury is having large manufacturing therefore they have to develop the right methodology for the higher working and functioning. Planning the stages is important to be able to make sure that they are getting in the right execution for the company. Management works well when there is good planning which the company is having for the long run (Eyers and Naim, 2019).

• Sufficient consideration is given to arranging stage

The project is going to be more efficient when there is a good planning and this impacts the quality improvement as well which is essential for Cadbury to have. Creating better performance is the goals of the company to have clarity in working so that the completion of the working is going to be present. Developing quality in the products and services of Cadbury was very essential for the company when the worms made the company have a negative influence in the consumers.

• Help and give comprehension of required assets

Project life cycle is helpful for the company to be able to require the right resources and make the solutions of the company be higher so that there is a better solution which is found. Depth level of working is present and makes the development be according to that so that there is a good resource value which is present in the company and make sure that there is a good development as well.

• Ensure continued project viability

Issues and obstacles are going to rise in the company which has to be over come so that there is a good continuous growth which the company can have. Better management is very important to be successful for Cadbury since they are having the right working and making sure that there is a higher development (Ravinder and Kollikkathara, 2017). This can be done by the company can have easily because of the value of the company in market.

• Progress can be linked directly to phases

Impact of the project has to be higher for Cadbury in the market so that there is a better change value which the business can have for them. Effective planning is very essential in the company to be able to get the right working and platform for Cadbury in the market again so that they can gain competitive edge as well as make sure that there is good profit margins.

Project life cycle is a very important planning process which all the businesses must have so that they would be able to develop the right standards of working for themselves. Cadbury will have to make sure that they are having the right implementation and changes. Cadbury risked their reputation in the market by not having the right retailers which made the company lose their 30% of the clients in the market (Oliveira and Martins, 2017). The company was having a good economic factor as well as the right economic factor which made the organization is able to gain the attention and the clients back. It is important to make sure that there is a good experience which the company is having in the market so that they would be able to gain the profits which is expected. Development of the project would make sure that there are right working and standards which the organization is having for the long run. It will help for better standard of working and will restore their loyalty not just from the clients but also from the employees.

Books and Journals

Alves, J.L., Ferreira, E.A. and de Nadae, J., 2021. Crisis and Risks in Engineering Project Management: A Review.  Brazilian Journal of Operations & Production Management . 18(4). pp.1-17.

Arasteh, A., 2020, December. Considering Project Management Activities for Engineering Design Groups. In  SN Operations Research Forum  (Vol. 1, No. 4, pp. 1-29). Springer International Publishing.

Camarena Gil, E., 2019. Operations management GADE practice exercise nº 8. Project Management.

Caramia, M., 2020. Project management and scheduling.  Annals of Operations Research ,  285 (1), pp.1-8.

Chelcea, A.G., Filiuta, A.C. and Boiangiu, C.A., 2017. Teaching Software Project Management: The Collaborative Versus Independent Approach.  Journal of Information Systems & Operations Management . p.118.

Cortés, D.C.G., Rodríguez, L.J.G. and Franco, C., 2019. Collaborative strategies for humanitarian logistics with system dynamics and project management. In  Decision-making in humanitarian operations  (pp. 249-273). Palgrave Macmillan, Cham.

Eyers, D. and Naim, M., 2019. Project Management for Effective Operations Management. In  Contemporary Operations and Logistics  (pp. 11-27). Palgrave Macmillan, Cham.

Franco Franco, C.A., Guzmán Cortés, D.C. and González Rodríguez, L.J., 2018. Collaborative strategies for humanitarian logistics with System Dynamics and Project Management.  Decision-making in Humanitarian Operations, ISBN: 978-3-319-91508-1 (2019); pp. 249-273 .

Habibi, F., Barzinpour, F. and Sadjadi, S., 2018. Resource-constrained project scheduling problem: review of past and recent developments.  Journal of project management . 3(2). pp.55-88.

Kasimo?lu, F. and Akgün, ?., 2021. Project management in a competitive environment: interdicting a CPM based project and its implications.  RAIRO-Operations Research . 55. pp.S365-S384.

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Mihalescu, G.A., Gheorghe, A.G. and Boiangiu, C.A., 2017. TEACHING SOFTWARE PROJECT MANAGEMENT: THE COLLABORATIVE VERSUS COMPETITIVE APPROACH.  Journal of Information Systems & Operations Management . 11(1).

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Create resource assignments

• 8 contributors

Applies To: Project Operations for resource/non-stocked based scenarios, Lite deployment - deal to proforma invoicing.

A resource assignment is the direct association of a project team member to a leaf node task. This article provides information about the different ways to assign resources.

Create a generic team member through task assignment

When you create a generic team member through task assignment, you create a placeholder or generic resource. This generic resource describes the characteristics of the named resource that you ultimately want to work on the tasks. You then generate a requirement, or you submit a request by using the requirement that is used to search for and book the named resource.

• On the Schedule grid for a task, select the Resource icon in the Resource cell.
• Type a name to serve as the placeholder resource's name. For example, Program Manager.
• Select Create , and in the Quick Create Project Team Member field, set the role for the generic resource.
• Assign tasks as needed to this placeholder resource by selecting the resource on the Resource Selector for the task. The resources listed under Team Members .
• When you're finished assigning the generic resource, on the Team tab, select the generic resource, and then select Generate Requirement to create a resource requirement for the generic resource.
• Select Book for the generic resource and then use the Schedule board to find and book a real resource. You can also submit the requirement for fulfillment by a Resource Manager.
• When the generic resource is fully fulfilled with a named resource, the generic resource is removed from the team. (Partial resource requirement fulfillment doesn't result in a resource assignment.) The task assignments for the generic resource are assigned to the named resource that fulfilled the generic resource's resource requirement.

Assign a named resource from the list of all bookable resources

You can use the search box in the Resource Picker to search all active bookable resources and assign them to any leaf node task. Resources assigned this way are added to the team without any bookings. This is similar to adding a team member and selecting None as the allocation method. The resource is displayed on the Team , Resource Assignment , and Reconciliation tabs as resources with only assignments and a booking deficit. Book them if you want to use their availability.

• From the task grid, board, or timeline, navigate to the Assigned To cell.
• In the search box, start typing a name. The search results for the name are displayed in the Resource Selector under Other Resources .
• Select the resource that you want to assign to the task or select the name of the resource under Other Team Resources .

Editing resource assignment contours

By default, when resources are assigned to a task in the schedule, their effort is linearly distributed to each resource, based upon that resource's working hours and the project's schedule mode. A project manager can use the resource assignment grid to refine the effort estimates of each resource assigned to one or many tasks across the different time scales. This feature helps project managers produce more accurate cost and sales estimates driven by the resource assignment contours that are generated when a resource is assigned to a task. Additionally, project managers can more easily reflect the resource demand required to build the demand in a resource requirement.

To access the contour editing grid, the project manager first selects the Tasks tab on the project main page and then selects the Assignments tab.

The grid supports two methods for grouping: group by resource and group by task . Unlike in the grid view, columns aren't configurable. The only visible columns are Assigned To , Task Name , Assignment Start , Assignment Finish , and Assignment Effort .

The contour editing grid has been enhanced to include the ability to group contours by week, month, and year. It was also added previous and next controls to support quickly changing periods in the current view. Lastly, a grand total row was added.

When the grid is initially rendered, it starts at the earliest assignment contour. If your schedule doesn't contain any assignments that have effort, the grid is blank and won't render anything. The minimum value of a resource contour is zero, and the maximum value permitted is 9,999,999.

If you want to view your contours and different time scales, the read-only resource assignment grid and resource reconciliation grid are also available.

Resource calendars

The ability to edit a contour for a specific day is governed by the resource's working days, as reflected in their calendar. If a cell is disabled for a given resource, that resource doesn't have working days during that period.

A resource's contours can extend beyond the assigned task's current start and end dates. If a contour is updated so that it's after the latest end date of a task or the earliest start date of a task, the task's end date or start date is changed as appropriate. However, if a contour is updated so that it's earlier than the start date of a task linked to a predecessor, the update fails because the assignment triggers the task to start before its predecessor is completed, and that behavior isn't currently supported.

Coauthoring

Changes to the resource assignment grid are automatically reflected in any associated views, including the chart, timeline, board, and grid views. If multiple users are reviewing the project at the same time, any changes that one user makes are reflected in the grid. Conversely, any changes that are made in the resource assignment grid are shown to all other users who are viewing the project in the same session.

Unassigned assignment

In Project Operations, an unassigned assignment is an assignment that is assigned to a NULL team member and a NULL resource. Unassigned assignments can occur in a couple of scenarios:

• If a task is created but not assigned to any team member, an unassigned assignment is always created.
• If all assignees on a task are removed, an unassigned assignment is re-created for that task.

The contour expresses hours of unassigned effort based on the project's calendar.

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