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MISY 431/432

MISY 431/432. Projects Solving a real problem for a real organization. Characteristics of organizations. They don’t always know what to do They don’t always know they aren’t doing things the best way (or even right) They don’t have a lot of time They don’t like to change things

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MISY 431/432

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  1. MISY 431/432 Projects Solving a real problem for a real organization

  2. Characteristics of organizations • They don’t always know what to do • They don’t always know they aren’t doing things the best way (or even right) • They don’t have a lot of time • They don’t like to change things • Their projects are undefined, uncertain and unscheduled

  3. Your Characteristics • Motivated, smart, reliable • You can do anything academic • You hate uncertainty, lack of definition and a lack of structure

  4. THE FIVE STEPS Five steps to take if you want to improve the performance of any process 1. Define the problem 2. Do research on how to solve the     problem  3. Measure current performance 4. Design and implement the solution 5. Measure and monitor performance

  5. Problem Definition: Determine client needs and how they relate to the organization as a whole Stockbroker • Objective: Improve marketing • Solution: Improve performance A Private School • Objective: How to lease its facilities for the summer • Solution: Run a summer camp for its students

  6. Problem Definition: Determine client needs and how they relate to the organization as a whole A Newark high tech manufacturer • Objective: Build a database of variables affecting quality • Solution: Determine what variables affect quality and control them 

  7. Problem Definition: Determine client needs and how they relate to the organization as a whole A large call center • Objective: Build a database to keep track of calls • Solution: Develop a computer program that each week provides them with a schedule for operators

  8. Problem Definition The problem of determining what is really needed to improve the performance of an organization

  9. Problem Definition Projects can be : • Underdefined - organizations may know they have a problem but have no idea how to solve it

  10. Problem Definition Projects can be : • Well defined - organizations know what the problem is and what method could be used to solve it

  11. Problem Definition Projects can be : • Overdefined -organizations think they know what the problem is and/or think they know the solution

  12. DEFINING THE PROBLEM • How does this problem relate to the problems of the organization, the firm and the industry? • What is the "big picture" for this client? (What are the critical success factors for this client?) • How does this problem relate to it? • Is it an important problem? • Will a good solution help the organization? • Should you look for a more "value added" project?

  13. Client’s perception of the problem • Listen • Take notes and have client repeat everything you do not understand • Position your team • Team can solve the problem if well-defined • Debrief with your team immediately after the meeting

  14. Research to find out how to design your system or solution • Library research • Trade organizations • Faculty mentors • Network with professionals • WEB

  15. Examples Veterinary Clinic • Software research showed that many packages existed to handle the operations of a veterinary office School District • Research in Morris library showed what variables are related to quality of education Stockbroker • Discussions with finance professors and reviews of the literature showed how to measure performance of a stockbroker

  16. Define and measure current system or solution performance • You cannot improve performance unless you measure performance • Use quantitative measures • Use various strata to measure • Where is the firm now? • Are there better measures the firm could use? • Measure at the end of the project to determine contribution!!!

  17. Previous examples Oxford Veterinary Clinic • Range of 35-180 days for lateness of billing-reduced to zero Bank • No measure of customer service variables-measurements in place and customer service improvements on all variables University Copy Center • No measure of turnaround time, recommended new configuration of equipment Local Manufacturing Firm • No measure of quality of product, implemented measures and methods of measuring using rational subgroups

  18. Previous Examples A proposed mini market • no measure of future cash flow Campbell’s Soup Company • Forecast was developed and marketing revised the forecast (errors of 30% and 70% respectively)

  19. Design the system • determine what aspects of the problem are structured • if the problem is structured you should assume a role as a leader • if the problem is unstructured you should assume the role of a good listener and provider of research and analysis

  20. Design the system • If the problem is structured you still have to determine how to make it seem that they (the client) contributed a lot in terms of coming up with the solution that is going to be implemented • Your objective is to design the solution or system such that it can perform as well as possible GIVEN THE ORGANIZATIONAL CONSTRAINTS OF THE ORGANIZATION

  21. Design the system • Things always change • System must be robust • not sensitive to change • Problem solvers know that robustness is related to simplicity • Before you decide to purchase anything, always survey people who currently use the equipment, software, etc.

  22. Examples • A vet clinic implemented a less preferred software package (by users) because that was all it could afford • A credit scoring system developed for a small bank performed better than analysts but was not implemented because management wanted a "hands on" approach to credit scoring

  23. AN OPTIMAL PROJECT IS ONE WHICH OPTIMIZES PERFORMANCE AND VIOLATES NONE OF THE ORGANIZATIONAL CONSTRAINTS

  24. Implementation is as important as design Things to worry about: • Information overload • Teaching everyone involved about everything you did • How to use the system • How to use the system if you are not around

  25. How to do it • The solution or system can’t be too simple • The solution or system won’t work at first • Don’t make avenues you traveled a mystery (lay out the structure for everyone to see) • Solicit feedback • Document everything (so your little sister can understand it) • Design using prototypes • Debug the system • User manual • Repair manual

  26. Example • Hardware and software selection and purchase for a client was done in 5 weeks. • Implementation took 8 weeks. • The final report was 1 page along with a user and repair manual.

  27. Measure how well you did • Make sure users can actually use it • Demonstrate the system and teach them rather than give users a manual • Make sure you measure performance after implementation • If it isn’t better you must go back to step one

  28. Examples • Financial services firm-task was to design and implement a system that would enable a user to “rebalance” a users investment options • Solution: initial time to rebalance(actually measured) 40 minutes. Final time 28 minutes • Average for a planner rebalancing all accounts was 106 hours

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