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DRIVE-Fall 2014
PROGRAM/SEMESTER-MBADS
(SEM 4/SEM 6) MBAFLEX/ MBAN2 (SEM 4) PGDPMN (SEM 2)
SUBJECT CODE &
NAME-PM 0017 –PROJECT QUALITY MANAGEMENT
Q1.
What is quality assurance? Explain the inputs , outputs and tools of quality assurance process.
(Definition
of quality assurance, Description of inputs to quality assurance Description of
tools and techniques used for quality assurance, Description of outputs of quality
assurance)1, 3,3,3
Ans.
Quality
assurance
Assurance is the process of
gaining stakeholders confidence by providing evidence that the quality-related
activities are being performed effectively and the planned actions will be
completed to produce a product or service that will satisfy the stated quality
requirements.
Q2.
Write short notes on
(PDCA
cycle, Quality audits)5,5
Ans.
PDCA
cycle
The Plan-Do-Check-Act (PDCA)
cycle is as follows:
Plan: This is the beginning point where
the process will have to be selected. This process if executed correctly
indicates the greatest opportunity for success, at first; it may be useful to
select the process which indicates the biggest potential for the successful
improvement and also maybe the “easiest” one. The team may face less difficulty
while working through the model the first time, and both the team and the management
will be encouraged by the success. After selecting the right process, the
change should be analysed and planned.
Q3
Describe the Enterprise Project Management Model(EPM)
(Definition-2,
Model which supports EPM-2, Implementation of EPM-3, Advantages of EPM-3) 10
marks
Answer.
Definition
It gives an overall view of the resources
and the project management activities and brings in quality and
success of the project management
i organisation. Enterprise project management operation is a strategic choice
by the organisation to modify the way decisions are made, resources allocated
to projects, projects are being selected, and the way projects are folded down.
EPM is the dedication of the organisation to doing work through projects, where
appropriate, and obtaining more benefits from projects.
Q4
Explain the project management value initiative
(General
description of project management value initiative-4, six steps in the project
initiative program -6) 10 marks
Answer.
Project
management value initiative
The value initiative program
focuses on educating the measurement team on the project management value
measurement program. This helps the team to understand the program and enables
them to clearly recognise the program’s goals and objectives. The organizational
construct which will affect the project management value measurement program are
the stakeholders, the organisational mission and strategies, the organisational
structure, the key business process, the project
Q5
Briefly explains the seven forces involved in the success of quality in project
management.
(Explanation
of: Placing the budgetary considerations ahead of the quality-2, Placing
schedule considerations ahead of quality-1, Placing political considerations
ahead of quality-1, Being arrogant-1, Lack of fundamental knowledge, research
or education, the principles of quality assurance-2, Pervasively believing in
entitlement-2, Practicing autocratic behaviours, resulting in “enrolment”-1) 10
marks
Answer.
Placing the budgetary
considerations ahead of the quality: As
per this root cause category, management does not understand the fundamental
concept of the cost of quality, as defined by Philip Crosby and Frank Gryna.
Obtaining quality in performance and service is still viewed as an expense,
rather than an indispensable element for profitability. Major decisions are
made based on accounting principles that do not recognise the idea of the cost
of (poor) quality.
Placing schedule considerations
ahead of quality: When
quality processes are in place, schedules will be met. But
Q6.
UK based Sonifex has been manufacturing equipments to broadcast audio for the radio,
TV, security and telecommunications for more than 40 years. A reputation for building
high quality, reliable professional audio products, 100% engineering and
manufactured in their UK factory and is being used in facilities all over the
world has been earned by Sonifex. Sonifex is in private owned by its directors
and headed by Marcus Brooke. Sonifex’s finest known products comprises of the
award winning Courier portable flash-card recorder, which was chosen as the
millennium product by the UK’s design council. The Red Box range of audio
interfaces, that are designed for systems integrators and the lately introduced
reference monitor range, a new series of rack-mount audio monitors that utilise
the latest DSP (digital signal Processing) technology is also one of Sonifex’s
product.
In
the late 1990s, during the drift towards overseas manufacturing, the need to
overhaul its complete operation if it were to maintain its status as a leading
UK manufacture and to retain its expert manufacturing staff was recognised by
Sonifex. Of late, the company realised that a modification needed in the way
the manufacturing process was controlled so that stock control, invoicing and
accounts can be incorporated. An Excel system called EFACS, allowed to do a lot
of what was needed in terms of stock control and production planning. However,
the system was very cumbersome and wasn’t really suited to the needs of a
smaller company where one person usually has more than one task to be
performed. Sonifex had its own in-house software expert that could perform a
thorough inspection and take a look at the system to see how on the
improvements. A new front end was created.
Sonifex
was the first to invest in Dscope Series III audio analysers. In fact they were
involved in helping to incorporate beta testing in the unit. A prototype was
seen at a broadcast convention and the beta test was advised to perform as a
must. The price was a factor- it is incredibly competitive when compared to the
test equipment offered by other manufactures, but that wasn’t the only reason
to be chosen. They were also convinced by its incredible feature-set and by its
user friendliness, but the main deciding factor was that the system could be
easily integrated into their test systems, enabling them to develop their own
user interface, integrating the scope seamlessly into their own software
system.
The
company’s Dscope series III is an inclusive and powerful measurement system for
analog and digital audio generation and analysis, consisting of digital audio
carrier analysis, acoustic transducer testing and testing of sound devices. The
net result of Dscope III was very a rapid diagnosis and correction of any
manufacturing faults, with detailed test records being written directly into
the test system, giving a complete product that was ever built. This, in turn
led to far more effective component batch control of products on the
manufacturing lines, and more efficient technical support of products in the
field. Each and every step of the phase of the Dscope III series had to undergo
a complete inspection, measurement of the devices and testing. Sonifex thus has
been able to standardise on the Dscope III series for both development and
testing purposes, allowing engineers to exchange results and test procedures
between departments. The Dscope III analysis was a important part of the
company’s performance criteria.
Sonifex’s
followed automated testing process and is now an integral part of its fresh
software package, which was developed in-house. By doing the right inspection,
measurement and testing at the right time Sonifex has retained their
manufacturing operation in UK when many of the competitors had to move
overseas. In spite of all this Sonifex continued to develop quality design and
manufacture the quality products in such a way that customers come expecting
them.
What
were the challenges faced by Sonifex’s measurement system? Describe the role of
inspection, measurement and testing in building Sonifex. (Listing of
challenges-4, Description of the role of inspection, measurement and testing-6)
10 marks
Answer.
Challenges
faced by Sonifex
·
The
first challenge is to maintain its status for the need to overhaul its complete
operation in the late 1990’s
·
Next
challenge is to retain its expert manufacturing process staff.
And also challenge to
modify the manufacturing process so that stock control, invoicing and accounts
can be incorporated. Get fully solved assignment, plz
drop a mail with your sub code
computeroperator4@gmail.com
Charges rs
125/subject and rs 700/semester only.
if urgent then call us
on 08791490301, 08273413412
our website is www.smuassignment.in
·
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