NCP-28 Management Information System

8/9/2019 NCP-28 Management Information System

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Assignment no. 3

Management information system

Registration no.

ASSIGNMENT

NICMAR / CODE OFFICE

1. Name -

2. Reg. No. -

3. Course No. - NCP-28

4. Course T!"e - Ma#ageme#! I#$orma!o# S%s!ems

&. Assg#me#! No. - T'ree

You are a project manager on a construction of Hydel-Power project comprising of

four main works vi. Main !am" #eir" $lectric Power %tation and &unnel. &'e

re(uirement of ten construction materials including cement" steel )si* sies+" sand"

aggregate etc. need to ,e monitored daily. onsumption" re(uirements" resources

on site and in depot needs to ,e c'ecked every day. !esign an M..%. for efficient

working. Assume suita,le data.

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Assignment no. 3


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Ma#ageme#! #$orma!o# s%s!em)

/MIS/ is

0 a planned system of collecting"

0 processing"

0 storing and

0 disseminating data

in t'e form of information needed to carry out t'e functions of management.

S*o+e o$ ,or)

Management is a process" involves

0 t'e responsi,ility of guiding"

0 supervising and

0 controlling a team of workers w'o are asked to accomplis' a given task.

A true management concentrates on managing t'e people w'o are entrusted wit'

t'e jo, of attaining t'e pre-determined o,jectives. 1ut it s'ould not ,e lost sig't of

t'at t'e management of materials also calls for skill and judgement. #'ile

directing t'e people at work" we never lose sig't of materials.

&'e materials are very muc' t'ere in t'e minds of t'ose w'o are responsi,le for

managing t'e affairs of a ,usiness and2or manufacturing unit. 1ot' re*!"% a#

#re*!"%" t'e management keeps a close watc' over t'e materials wit' t'e 'elp

of w'ic' people w'o are at work" accomplis' t'eir assigned jo, and t'us 'elp in

attaining t'e stated goals of t'e enterprise.

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n fact" management sync'ronies wit' t'e control of

• every systems" procedures" met'ods" tec'ni(ues and

• tools and materials w'ic' are truly effective instruments in serving t'e

enterprise.

&ruly speaking" 4t'e control5 of systems" etc." goes along way in 'elping t'e

workers in t'eir effort to ac'ieve t'e o,jectives of t'e enterprise.

Management till today 'as not ,een a,le to draw a dividing line ,etween t'e

procurement of material t'ings re(uired for a successful operation and t'eir

utiliation ,y t'e people w'o are at work. 6or does t'e management strive for

suc' a dividing line. Material t'ings cannot ,e isolated. &'ey are closely related

to t'e management.

Areas of materials management can ,e descri,ed as t'e functions or scope of

materials management. !elimiting t'e areas of materials management" t'e study

team on pu,lic sector undertakings 'as identified t'e following areas

0 Materials Planning and Programming.

0 Purc'asing and nventory ontrol.

0 Receiving" #are'ousing and storekeeping

0 &ransportation and Materials Handling and

0 !isposal of %crap and %urplus" including t'e utiliation of ,y products.

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as*)

&'e work involves four main works i.e. Main !am" #eir" $lectric Power %tation

and &unnel. &'e a,ove work involves %upply" &ransportation" 7nloading"

8a,rication" $rection" &esting and ommissioning of ,alance ventilation ducts

and e(uipments as per tec'nical specifications.

e#e$!s o$ 0%ro Po,er)

$nergy 'as ,ecome a sym,ol of growt' and instrument for development. $lectric

power particularly t'e 'ydro power is a renewa,le" economically attractive"

environment friendly" non-polluting and environmentally ,enign source of energy.

Moreover" t'e Hydro Power is su,mergence free and 'as s'ort gestation period.

&'ese ,enefits of HP 'ave now ,een sufficiently recognied. &'e need of t'e

project comes from t'e ,enefits of HP and utiliation of resources.

Management information system provides predefined types of information to t'e

management for relatively structured type of decisions.

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Ma#ageme#! I#$orma!o# S%s!em M.I.S design for Hydel-Power Project is

very muc' limited to a specific area as all t'e material and data is to ,e managed

on t'e site for t'e given re(uirement. 6ow t'e re(uirements for t'e 'ydel project

are entirely different from general construction sites.

&'e 'eig't of t'e control room s'all ,e 'ig'er as compared" so as to take

care of t'e 'eat generated from t'e electrical panels and t'e control of all

t'e panels can ,e made on t'e meanine level w'ic' saves t'e space and

offers t'e wider view of t'e area underneat'.

&'e su,station part 'as to ,e made in t'e open area and t'e wiring of t'e

towers is taken care ,y t'e R... &renc'es made under t'e floor.

8rom t'e reservoirs t'e water is ,roug't t'roug' a tunnel for t'e generation

of t'e electricity. i.e. in itself a very tec'nical and specific re(uirement for

t'e construction of t'e project.

As far as t'e scope of t'e 'ydel projects is concerned it is not as limited ,ecause of

t'e fact t'at our country is facing s'ortage of electricity. n future we s'all need

more of 'ydel projects to meet t'e re(uisite demands of t'e power sector and of

course to facilitate t'e people staying in t'e remotest areas of t'e country. &'is is

t'e reason in t'e recent years even #orld 1ank 'as offered to finance t'e 'ydel

projects in states like Himac'al Prades'" 7ttaranc'al" Assam 9 :ammu 9

;as'mir.

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Assignment no. 3


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Ma!era" ma#ageme#! orga#a!o#)

<rganiation is a process of dividing and com,ining efforts of a working group for

making suc' joint efforts more productive" effective and fruitful.

&'e organiation as a ,ody of professionals allocates duties to t'e managerial

staff" adds certainty and promptness to t'e work to ,e done. t avoids gaps and

overlapping functions and esta,lis'es a neat pattern of relations'ips among efforts

to ,e put in" jo,s to ,e done and t'e work to ,e performed. t ensures team-work.

&'e organiation" t'us provides a frame work for t'e management.

&'e organiation is not merely a mec'anistic structure of duties" activities and

relations'ips ,ut it is also a 'uman organiation consisting of diverse social

groups" representing divergent attitudes" aspirations" likes and dislikes.

&'e organiation" t'us" takes a due note of 'uman faculties. n t'is way t'eorganiation encourages initiative and develops a sense of duty in t'e personnel

working for t'e organiation.

&'e organiation s'apes and influences t'e ,e'aviour and interaction of people at

work. t determines t'e e*tent to w'ic' people at work would co-operate and

would strive for ac'ieving t'e stated goals. &'is is s'y t'e organiation is

assuming a greater importance in modern management and day-,y-day it is

growing in structure. t renders valua,le services to t'e w'ole undertaking. t is

an important tool in t'e 'ands of management. t welds toget'er a frame work of

positions for t'e most effective pursuit of t'e goals of t'e undertaking.

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rrespective of t'e sie" t'e nature and t'e purpose of an undertaking" t'e ,asic

approac' and principles of organiation remain t'e same. 8or t'e attainment of an

effective management" an attempt is usually made ,y every undertaking to stick to

t'e following fundamental principles of organiation

0 !etermination of t'e ,asic o,jectives

0 !etermination of t'e areas of activity

0 !etermination of an ideal structure to accomplis' t'e desired activities

0 !etermination of aut'ority and responsi,ility

0 !etermination of t'e span of control

0 !etermination and assigning of jo,s according to personal a,ility.

0 7nity of command

0 Preparation and circulation of rules and regulations

0 nstallation of and effective two-way communication

0 8le*i,ility and

0 =ine and staff activity.

t is indeed a fact t'at leaders'ip in any organiation plays a distinct role in setting

t'e trends of operation and ac'ievements. Howsoever lauda,le a principle of an

organiation may ,e unless it is supported ,y ent'usiastic" imaginative and

sensi,le leaders'ip not'ing tangi,le could ,e ac'ieved. t is t'e structural ,alance

in t'e organiation w'ic' is generally rewarding. An a good leaders'ip com,ined

wit' a well-conceived and judiciously developed organiation on t'e principles

enumerated a,ove" pays dividend. ertainly it is not t'e principles and a series of

rules and regulations w'ic' work for t'emselves ,ut t'ey are t'e guiding factors

w'ic' 'elp an organiation to ac'ieve w'at it wants to ac'ieve.

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Assignment no. 3


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Material management can t'us ,e defined as t'at aspect of management 8unction

w'ic' is primarily concerned wit' t'e ac(uisition" control and use of materials

needed and flow of goods and services connected wit' production or construction

process into and wit'in an organiation.

&'e modern concept of Materials Management integrates t'e entire range of

functions w'ic' effect t'e flow" conservation and utiliation of all materials and

,rings toget'er t'e activities suc' as materials planning and ,udgeting"

purc'asing" inventory control" clearing and forwarding" receiving and

storekeeping" materials 'andling" salvaging" scrap and surplus disposal" value

analysis and materials standardiation. &'e significance of t'is concept lies in t'e

fact t'at efficiency of any organiation is depend upon 'aving t'e

“Right Material of the Right Quality at the Right Price in the Right Quantity at

the Right Time and Place “

&'e management of t'e various materials re(uired at site s'all ,e organied at

different levels.

7pper =evel &o determine t'e goals" o,jectives 9 plans.

A,ility to deal wit' t'e am,iguities of t'e decisions

taken.

Middle =evel !etermination of t'e ways to construction

done in time sc'edule. &o c'eck 'ow muc' money 'as

,een incurred till t'e specific date.

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=ower =evel ontrol t'e activities of t'e workers to meet

t'e targets.

&'e materials re(uired for t'e 'ydel projects s'all ,e managed according to t'e

levels mentioned a,ove.

0ere I !ae !'e e5am+"e o$ a '%e" +ro6e*! o$ &M7 *a+a*!%. Reureme#! $or

!'e +ro6e*! s as $o""o,s)

ontrol Room wit' a covered area of >?"@@@s(ft.

o <uter walls in ,rick

o 8rame work of R olumns and 1eams

o As,estos s'eets as roofing

o oncrete floor wit' separators

o %teel windows and doors

o &ie ,eams at t'e regular intervals to prevent $art'(uake.

;BA grid station in t'e open area

<ffice %paces

%ite <ffices as temporary structures

Material %torage Areas

#ater Reservoir

Accommodation for staff

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Assignment no. 3


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Ma!era" reureme#! $or !'e +ro6e*!)

ement - >CD@@@ ,ags appro*.

%teel - ED@@ &onnes appro*.

Aggregate - E@"@@@ cum appro*.

%and - >@@@@ cum appro*.

1ricks - E"F@"@@@ no.

S!age 1

8rom foundation level to plint' level

ement @@@@ ,ags

%and 3@@ cum

Aggregate CE@@ cum.

%teel FD@ tonne

1ricks >@@@@@ ,ricks in no.

S!age 2

Up to lintel level

ement F@@@@ ,ags

%and ?FD@ cum

Aggregate GC@@ cum.

%teel >>D@ tonne

1ricks >@@@@@ ,ricks in no.

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Assignment no. 3


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S!age 3

On laying of slabs

ement 3D@@@ ,ags

%and >DD@ cum

Aggregate 3>@@ cum.

%teel D@@ tonne

1ricks F@"@@@ ,ricks in no.

Ma!era" resour*e +"a###g)

t aims at developing a plan for t'e procurement and stocking of construction

materials so as to provide materials of rig't (uality at t'e site in rig't (uantity" at

rig't prices" from rig't source" and at t'e rig't time.

t involves identifying materials re(uired" estimating (uantities" defining

specifications" forecasting re(uirements" locating sources for procurement" getting

materials samples approved" designing materials inventory and developing

procurement plan to ensure flow of materials till t'e connected construction works

are completed at t'e project site.

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Resour*e +rou*!;!% *o#!ro")

t aims at ensuring efficient utilisation of t'e inputs of man" materials and

e(uipment. $fficient utilisation of resources at t'e project site is accomplis'ed ,y

identifying t'e causes of wastage and effecting improvements so as to minimise

t'is wastage. &'e causes of wastage are located ,y analysing variances and

efficiency of planned and actual on-site productivity.

Prou*!;!% +er$orma#*e ;ara#*e Planned productivity - Actual

productivity

Prou*!;!% +er$orma#*e #e5 Planned productivity

Actual productivity

&'e various productivity parameters w'ic' need to ,e controlled in construction

projects are la,or productivity" e(uipment productivity and materials productivity.

&'e met'odology used for controlling eac' of t'e productivity parameters is

similar and it can ,e divided into four stages" i.e. defining t'e control purpose"

measuring t'e actual performance" computing productivity performance variances

and identifying causes for t'ese variances for affecting improvements

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Assignment no. 3


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I#;e#!or% *o#!ro" measures)

&'e term /inventory/ implies t'e cost of materials in stock at a given time. &'is

stock of materials is 'eld to act as a cus'ion ,etween t'e supply and demand. &'e

monetary value of inventory indicates t'e e*tent of investment re(uired to

maintain minimum stock of materials for t'e smoot' running of t'e project.

nventory control refers to It'e process w'ere,y t'e investment in materials and

parts carried in stock is regulated wit'in predetermined limits set in accordance

wit' inventory policy esta,lis'ed ,y t'e managementJ. &'e activities of inventory

control" t'us" include t'e following

>. !etermination of limits of inventories to ,e 'eld

E. !etermination of inventory policies.

3. %etting out of investment pattern and its regulation as per individual and

collective re(uirements.

?. 8ollow-up to e*amine t'e working of t'e inventory policy and effecting

c'anges as and w'en needed.

&'e aim of t'e materials management is to make availa,le t'e rig't type of

material in rig't (uantity" at t'e rig't price" at t'e rig't time and at t'e rig't place.

&'e o,jective is suc' t'at t'e construction work s'ould not ,e'eld up for t'e want

of material ,ut t'e total investment on t'e materials minimum. f we e*amine t'e

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aims and o,jectives very carefully t'e concept of nventory control in t'e material

management is o,vious. &'is can ,e considered as a very important function of

materials management. t is mainly concerned wit' laying t'e policies regarding

'ow muc' (uantity of a material s'ould ,e 'eld in stock so t'at t'e aim of t'e

material management of ensuring continuity of t'e project wit' t'e minimum

investment in materials is fulfilled.

I#;e#!or% are #e*essar% <e*ause

&'ey provide protection against uncertainty of demand and supply.

>. &'ey ensure smoot' flow of materials t'roug' production process.

E. &'ey ensure reasona,le utiliation of manpower and e(uipment etc."9

3. &'ey also provide t'e means to maintain good customer service.

T,o <# s%s!em)

&'e two ,in system is ,ased on t'e segregation of t'e total into two ,ins K one

sufficient to satisfy demand ,etween t'e arrival of t'e order and t'e placing of t'e

ne*t order" t'e second contains enoug' stock to satisfy pro,a,le demands during

lead time. &'is is t'e oldest system and is still in popular use.

nspired ,y t'e ;an,an Replenis'ment met'od developed and made popular in

:apan" t'is replenis'ment system" adapted to 'ospital supplies" is ,ased on t'e

principle of two ,ins for eac' product type. $ac' ,in contains 'alf of t'e (uota

)inventory level+ for a given product. A ,ar code la,el is affi*ed to t'e front of

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eac' ,in. #'en t'e first ,in is empty" user personnel or clerical staff transfers t'e

la,el to a ,oard mounted on t'e wall" and supplies are used from t'e second ,in.

7sing an optical scanner and according to a pre-determined sc'edule" a stores

employee scans t'e la,els on t'e ,oard to capture data on t'e products re(uiring

replenis'ment" w'ic' in turn triggers t'e process to replenis' t'e (uantity

contained in t'e ,in. &'is activity can ,e eliminated t'roug' t'e use of a

replenis'ment software application t'at uses R8! tec'nology. &'is application is

presented in t'e section IR8!-assisted replenis'mentJ.

<nce t'e person responsi,le for managing inventory in t'e department 'as

replenis'ed t'e ,in" 'e or s'e first transfers t'e remaining supplies in t'e second

,in to t'e first ,in" t'en places t'e new supplies in t'e now empty second ,in"

returning t'e la,el to t'e front of t'e first ,in. n t'is way" stock rotation occurs

wit' eac' replenis'ment.

&'is system simplifies t'e needs evaluation process. #'en compared wit' ot'er

recurring replenis'ment met'ods" t'e two-,in system stands apart. t re(uires no

inventory taking )or verification+ prior to scanning t'e la,els. t also facilitates

stock rotation management" w'ic' is essential to prevent product e*piry" and it

significantly improves t'e control of stock levels.

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Assignment no. 3


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E*o#om* orer ua#!!%)

$conomic <rder Luantity is referred to as t'e sie of t'e order t'at gives

ma*imum economy in purc'asing t'e materials. t is known as <ptimum or

%tandard <rder Luantity. n fact t'e $conomic <rder Luantity or $<L offers

solution to inventory pro,lems.

t 'elps in finding appropriate levels for 'olding inventories. t facilitates t'e

fi*ation of ordering se(uence and t'e (uantities so as to minimie t'e total

materials cost. 1efore taking a decision on economic order (uantity t'e following

costs are considered and analysed t'read,are.

$conomic order (uantity )also known as t'e 7"so# EO= Moe" or simply t'e

EO= Moe"+ is a model t'at defines t'e optimal (uantity to order t'at minimies

total varia,le costs re(uired to order and 'old inventory.

t is ,ased on t'e assumptions

>+ &'e demand over t'e period of cycle )normally a year+ is constant and isknown in advance.

E+ onsumption of t'e material occurs at t'e uniform rate.

3+ &'e price of t'e material is independent of t'e order.

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Luantity discount is not allowed

?+ &'ere is no lead time in t'e replenis'ment.

#e s'ould know <rdering cost and arrying cost

A+ <rdering ost consists of

i+ Re(uisitioning

ii+ <rder processing

iii+ <rder placing" and

iv+ Receiving" inspection" c'ecking etc.

<rdering cost is referred to as t'e cost of placing an order and securing t'e

supplies. &'e ordering cost largely depends upon t'e num,er of orders placed

during a given period and t'e num,er of items ordered at a particular time. t

varies from time to time and also from industry to industry.

1+ arrying ost

i+ nterest on apital invested

ii+ storage" 'andling and ware'ousing

suc' as rent" nsurances and ta*es" =ig'ting"and

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Assignment no. 3


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ot'er maintenance costs

nventory carrying cost refers to t'e cost of keeping t'e materials in t'e store'ousew'ic' includes capital cost" cost of storage and 'andling" cost of deterioration and

o,solescence and ot'er kinds of e*penses and losses during storage.

+ nade(uate nventory ost

nade(uate inventory cost includes t'e cost of e*pediting t'e purc'ases" t'e cost of

securing rus' deliveries" cost of follow-up action" cost of keeping track of previous

orders" cost of keeping t'e inventory at its minimum irrespective of its larger

re(uirements" loss of sales" customers and good will etc. due to non fulfillment of

orders and all t'ose losses and costs t'at arise out of non-availa,ility of materials

to production department w'en it needs and also t'e cost of stoppage or disruption

of t'e operation of t'e organiation.

&'e a,ove t'ree costs w'ic' influence t'e economic order (uantity may ,roadly ,e classified into two categories from 4cost management5 point of view. &'e tow

categories are

>. ost of Ac(uiring t'e Material

E. ost of Holding t'e Materials

Rig't purc'ase (uantity s'ould ensure t'at overall cost of ac(uisition and possession is minimum" w'ile 'olding t'e optimum (uantity of an item in

inventory. I! ,"" 'a;e !o <e a++re*a!e !'a! a +o#! o$ m#mum *os! s

rea*'e a! ,'*' !'e orer#g *os! ,"" <e 6us! eua" !o !'e *arr%#g *os! su*'

!'a! #e!'er e5*ess ma!era" s orere #or !oo ma#% orers are $reue#!"%

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+"a*e $or !'e same ma!era" ur#g a !me +ero> $or ,'*' ema# +a!!er#

s more or "ess #o,#. t must ,e remem,ered" 'owever" t'at w'ile t'e former

varies wit' t'e num,er of orders placed" t'e latter is linearly and directly related to

t'e (uantity carried into t'e inventory.

FORM?@AE

EO= MODE@

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RO@)

&'is is t'e (uantity of stock )level+ fi*ed ,etween t'e ma*imum and minimum

levels of stock. #'en t'is level is reac'ed" it ,ecomes t'e duty of t'e stores in-

c'arge to initiate purc'ase so as to replenis' t'e stock wit'in reasona,le time.

&'is level is usually a little 'ig'er t'an t'e minimum in order to ,e prepared for

suc' emergencies as a,normal usage of materials" une*pected delays in delivery of

new supplies" etc. #'ile fi*ing t'is level we ordinarily take t'e following points

into consideration

>. &ime re(uired for o,taining fres' supplies

E. Luantity re(uired to ,e ensured of a certain level of production at a given

time

3. Possi,le une*pected re(uirement w'ic' cannot ,e avoided

?. Possi,le une*pected delays in getting t'e fres' supplies ,ecause of rains"

political situation" war" la,our trou,le" transport inade(uacy" etc.

D. &'e o,jective of fi*ing up t'e order level is to re-stock t'e materials at t'e

lowest cost ensuring at t'e same time t'e uninterrupted operation of t'e

manufacturing unit2,usiness organiation.

. t may" 'owever" ,e pointed out t'at t'e order (uantity is determined ,y

taking into account" t'e supplier5s discount" rate of consumption" price of

t'e material" storage cost" danger of deterioration and o,solescence ,esides

t'e availa,ility of funds" space availa,le for storage and preservation

facilities. &'e loss due to inaAterruption of operation will also 'ave to ,e

e*amined. &'ese factors taken toget'er will determine t'e order (uantity"

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w'ic' in its turn affects t'e point at w'ic' t'e order level 'as to ,e fi*ed. t

is necessary to ,e definite a,out t'e order (uantity ,ecause t'e supplier 'as

also to ,e given sufficient time for making arrangements of t'e supply. &'e

larger t'e consignment" t'e greater will ,e t'e time taken ,y t'e supplier.

&'us t'e order (uantity 'as its own say in fi*ing t'e points of order )or re-

order+ level.

&'e two factors t'at determine t'e appropriate order point are t'e procurement or

delivery time stock w'ic' is t'e nventory needed during t'e lead time )i.e." t'e

difference ,etween t'e order date and t'e receipt of t'e inventory ordered+ and t'e

safety stock w'ic' is t'e minimum level of inventory t'at is 'eld as a protection

against s'ortages.

Reorder Point 6ormal consumption during lead-time N %afety %tock.

%everal factors determine 'ow muc' delivery time stock and safety stock s'ould

,e 'eld. n summary" t'e efficiency of a replenis'ment system affects 'ow muc'

delivery time is needed. %ince t'e delivery time stock is t'e e*pected inventory

usage ,etween ordering and receiving inventory" efficient replenis'ment of

inventory would reduce t'e need for delivery time stock. And t'e determination of

level of safety stock involves a ,asic trade-off ,etween t'e risk of stock-out"

resulting in possi,le customer dissatisfaction and lost sales" and t'e increased costs

associated wit' carrying additional inventory

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Reorer +o#! $armu"a)

Reorder point % * = N 8 ) % * R* =+

#'ere

% 7sage in units

= =ead time in days

R Average num,er of units per order

8 %tock out acceptance factor

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S!e s!orage a# re+or!#g)

&'is comes under t'e operational cost. t is said to ,e t'e most o,vious inventory

carrying cost.

t includes t'e w'ole e*penditure incurred in connection wit' storekeeping

functions. %torage cost varies widely wit' t'e type of materials stored" type of

storage facilities availa,le and ot'er allied factors. 7sually" t'e range of t'is cost

is ,etween D per cent and >@ per cent of t'e value of t'e materials stored per year.

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Materials to be stored are in the following way:

%teel 9 ement in a room wit' an area of >?"@@@s(ft.

Aggregate, Sand in open courtyard

Re+or!#g)

S*'eu"e Re+or!s) would make t'e sc'eduled reports w'ic' would ,e issued

fortnig'tly. &'e reports would ,e containing t'e details of production" mont'ly

cas' flow etc. for furt'er use in planning and control processes.

Error Re+or!s) would make t'ese reports to correct t'e invalid customer names"

incorrect totals and missing data during transaction.

Co#!ro" Re+or!s) ontrol reports would ,e maintained in t'e form of payroll

register" a journal" a cas' register etc. giving detailed listing to descri,e eac'

transaction occurring during a specific time period.

Provision for Exception reports & emand reports would ,e t'ere.

I#!egra!e re+or!#g s%s!em)

O<6e*!;e )

&o provide t'e community wit' a common set of ,usiness processes and tools to

capture" integrate" manage and present timely nformation

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Management2nformation &ec'nology related information essential for informed

decision-making construction managers.

e%+o#!s )

&'e ntegrated Program Planning" %c'eduling and Reporting %ystem is a suite of

processes and tools to collect" integrate" analye and report t'e life cycle status of

& products to ,e deployed and sustained in t'e onstruction ndustry.

&'e !eployment %c'eduling ntegrated Product &eam &'e R% oversig't role

includes identification2resolution of conflicts" coordination of interdependencies

and resource s'aring opportunities.

a*grou# )

199( - MH% nformation Management Proponent ommittee directed t'e use of a

program tracking system to provide integrated deployment sc'edules and reports"

t'ere,y improving t'e management of MH% nformation

Management2nformation &ec'nology programs and associated & products.

199 - PP%R% ntegrated Product &eam )P&+ esta,lis'ed to facilitate t'e

development of project and program sc'eduling procedures" data standardiation"

,usiness processes and to promote effective program management skills and

practices t'roug'out t'e enterprise.

1999 - PP%R% we, application retooled to meet user re(uirements.

ompre'ensive sort parameters were added to allow users to (uery data ,y

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Military %ervice" &RAR$ Region" Major ommand" Military &reatment

8acility" specific & product" and date range.

2::: - !eployment %c'eduling P& esta,lis'ed to review" identify" track" and

resolve deployment sc'eduling conflicts and2or planning vulnera,ilities.

1asically an integrated reporting is t'e system in w'ic' can get information from

all t'e reports at lower level. %pecific to t'is project reports from la,our class to

%.$.5s etc. would ,e ,ase for integrated reporting for t'e ne*t level.

Com+u!er a++"*a!o#s)

n today5s 'ig' flying tec'nological world" as t'e tec'nology is advancing day ,y

day " we t'e users are also using t'e same updated tec'nology in day to day work.

omputer Applications are made to ,e used for making various documents"

data,ases and storing information. n s'ort we can use and get t'e data w'ic' is

very 'ard to find out on paper can ,e got in very less of time t'roug' use of

computer applications. %ome good e*amples of computer applications are M%-

<ffice" w'ic' is almost used day to day in all office5s for creation" storage and

generating information a,out almost every aspect.

8or creation of documents generally used application is M%-#ord )t'ere are ot'er

freeware applications also like star-office ,y %76 &ec'nologies+" like t'is t'ere

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Assignment no. 3


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Da!a Coes. &'ere are a,,reviated data codes developed primarily to serve a

four-fold purpose

>. &o identify eac' work package2activity.

E. &o aid in t'e organiation of data in levels from t'e very detailed to ,road

levels.

3. &o ena,le t'e processing" sorting" e*traction and organiation of information

re(uired at various levels of management and functional units.

?. &o computerie t'e data processing system.

D. Da!a Da!e DD. &'e data recorded on date of monitoring performance. &'e

data recorded on data date separates actual )'istorical+ data from future

)sc'eduled+ data.

. De*so# Ne!,ors. t is a grap'ical met'od of analysing an outcome of a

series of interdependent possi,le courses of actions generated ,y t'e

decision making process. &'e field of applications of t'e decision network

in project management includes strategy" development" production planning"

manpower planning" ,udgeting" inventory planning" plan procurement and

its replacement decision.

C. De*so# Tree. t is a special case of decision network" w'ere t'e se(uential

decisions are drawn in t'e form of ,ranc'es of a tree" stemming from an

initial decision point and e*tending it to t'e final outcome.

Desg#)

Having assessed t'e feasi,ility of t'e computeried information system" we now

come to t'e design of t'e information K ,ase. &'e latter needs to ,e defined

according to

0 %ources

0 'aracteristics of 3(



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0 Purposes.

%ources can ,e single" dual or multiple and need careful identification ,y t'e

analyst in t'e design process. $mployees services system in an organiation may

'ave single data source as t'e accounts department" w'ile inventory management

system in t'e same organiation may 'ave dual source as stores department and

purc'ase department. &'e seismic processing system for oil e*ploration running

on 1M"BA and &P<% computers at de'ra dun depended for its input from

multiple sources of on- land e*ploration parties parities and t'e offs'ore sources

of %.%.Anves'ak. some valid (uestions a,out accuracy and relia,ility of data

inputs can ,e

• #'et'er t'e data are of real interest and importance to t'e sources

• #'et'er t'e intended use of information is potentially t'reatening to t'e

source

• #'et'er t'e re(uired preparation of input t'rows an addition ,urden on t'e

people at t'e source. Affirmative answer to t'ese (uestions can ,e vital pointers towards carelessness"

sidestepping or even dis'onesty in t'e preparation of input.

'aracteristics of information ,ases are determined ,y sie" varia,ility" volatility

and activity. &'e sie of information K ,ase 'as o,vious implication for selecting

t'e media w'ere t'e information is stored" vi" magnetic tape and disc storage

capacity. 6ature of processing also is determined ,y t'e sie" suc' as" avoiding

soft or merge operations for massive amount of information. Baria,le information

is stored wit'in t'e information ,ase on current transaction files" w'ereas

permanent information is tucked away in master files or can ,e made part of t'e

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computer program. urrent files can t'an ,e manipulated to update t'e master files

at infre(uent intervals" to produce output reports ,ased on permanent rate K

structure or valuation tec'ni(ue.

Bolality refers to 'ow information is added" deleted or modified over a given

period of time. !epending on many or few c'anges in t'e information K ,ase" t'e

data is termed volatile or static. Mont'ly meter readings may ,e annual or 'alf

yearly average of revenue raised may ,e fairly static in a ,illing system. ostly

storage space on disks and tapes can ,e released ,y keeping a careful tap on

volatility of information. Activity refers to t'e percentage of t'e total information

,ase w'ic' is ,eing utilied at a given time. n an inventory management system"

rate-revisions in regular items may not affect a large mass of slow or non K

moving items.

Purposes of an information ,ase decide for w'ic' user it is meant" 'ow will it ,e

used and w'en. &'e met'ods for organising and accessing information are ,uilt

around data records w'ic' 'ave data elements )field+ associated wit' some units"

suc' as" customer" student or inventory item. &'ere may ,e a master record

containing all t'e availa,le information a,out t'e unit or a detailed record wit'

only partial information. &'e design of a system includes preparing a record layout

w'ic' places toget'er related data elements in a record or t'e p'ysical location

)address+ of t'e record wit'in t'e computer K memory.

!ata file organiation and accessing include

0 %e(uential files

0 Random files

0 nde* K se(uential files

0 7nordered files.

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n specific file arrangements" information is arranged according to one or more

significant data elements" A se(uential file of students" for instance" may arrange

student records alp'a,etically e*amination canter wise and district wise.

%e(uential files may ,e stored on a wide variety of media" vi." punc'ed cards"

tapes and disks" and are c'aracteried ,y 'ig' activity and low volatility. <n t'e

ot'er 'and" a random file permits speedy access to any given record wit'in it

regardless of ot'ers preceding or succeeding t'at record. Random files use only

t'e magnetic disk media and work ,est wit' a sta,le and non-volatile information

,ase. An inde* K se(uential file maintains a desired se(uential order" ,ut also

permits random access to any particular record. &'e file allows speedy direct

accessing and eliminates t'e need for e*tensive sorting. 8inally" an unordered file

is simply a series of records wit'out any uni(ue key identifier and is unaffected

,y volatility. &'e file" 'owever" can ,e accessed t'oug' keys from ot'er associated

files.

#'ile data files are a ,ody of information organied for a particular application

)e.g." pay K roll file+" data K ,ase are a compre'ensive ,ody of unorganied

information )in t'e form of directory+" w'ic' may ,e selectively organied and

accessed to meet a ,road range of needs. &'e data-,ase management assumes t'e

information ,ase to contain all of t'e availa,le ,usiness information and provides

limitless options ,y specifying w'ic' portion is re(uired and in w'ic' order for

selecting" com,ing and accessing of t'e variety of information wit'out c'anging

t'e unordered nature of t'e data K ,ase itself. it assumes

ndependence of data-elements and reduce t'eir redundancy" ,ut is costlier to

maintain t'an t'e data files.

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S%s!em esg# s+e*$*a!o#s)

8or designing a efficient system it is necessary for t'e user to design t'e system"

t'e flow of system. 8or t'e same t'ere are various aspect w'ic' we 'ave to take in

consideration w'en designing a system. &'ey are as follows -

0 ;nowing t'e process of t'e system.

0 1asic elements of system.

0 8low of elements.

0 ntegration of modules .

0 7ser interaction wit' t'e system design flow c'art.

0 7sing t'e system and knowing t'e c'anges.

0 Analysis of procedural functions.

0 'ecking for leaks in system.

0 !e,ugging t'e application after &rial run of system.

0 8inal interaction wit' t'e users and system c'anges.

The M!S specifications "ere designed "ith #$% hard disc, '()M* RAM, P# &

MS+ffice as soft"are-

S%s!em a#a"%ss a# esg#)

As 'ave already discussed t'e M% design for t'e 'ydel project wit' t'e system

design specifications already mentioned. &'e w'ole project 'as ,een divided into

construction segments. &'e data file for t'e different activities 'as already ,een

attac'ed wit'. As per my design all t'e activities e.g. re(uirement of t'e materials"

t'eir consumption" t'e duration of t'e activities" t'e manpower re(uired 'as ,een

segregated so as to avoid all confusions regarding t'e cost factor and consumption

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of materials. 'ave designed t'e specifications for t'e contractors and ot'er

outside agencies as well e.g. t'e time sc'edule of t'e work t'ey will 'andle and

t'e penalty clauses" if applica,le.

'ave designed my specifications of t'e materials stage wise. &'is will avoid any

type of pilferage during t'e construction tenure of t'e project. &o t'e ma*imum

'ave tried in my design not to 'ave e*cess storage of t'e materials as t'is leads to

t'e wastage of materials like cement ),ecause of its setting action+" steel )rusting

of steel+ after t'e 'anding over of t'e project. n totality conclude t'at my M%

design for t'e project is completely successful.

S%s!em e;e"o+me#!) 8or t'e system development of t'e 'ydel project we s'all

,e following t'e following steps

Se+ara!e $"es $or

$$ere#! a++"*a!o#s

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<wn staff

%taff of outside

agencies

#ork done ,y

own staff

#ork done ,y

outside staff

1illing forvarious activities



Assignment no. 3


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ntegration of related files of various activities 8iles s'all ,e made in

$*cel programme for t'e separate jo,s to ,e done in a stipulated period and

t'e manpower involved.

Relations'ip ,etween different entities different entity relations'ips

are as follows

• <ne to one

• <ne to many

• Many to many

n t'e management system of 'ydel project we s'all create files s'owing one

specific activity is to ,e done ,y one agency e.g. t'e completion of

superstructure s'all ,e done ,y a construction agency. &'is construction

agency s'all ,e assigned more t'an one jo,. Here I<ne to manyJ type of

relations'ip ,etween different entities s'all ,e 'elpful.

S%s!em a#a"%ss)

After t'e full and final c'anges and w'en t'e system is made to run" t'e system

'as to ,e installed at lients place and 'as to ,e tested wit' t'em. &'e client uses

t'e software and also let us knows t'e c'anges to ,e done. 8or t'e same work a

%ystem Analyst is t'ere w'o in turn analyses t'e w'ole system made and also

verifies and rec'ecks t'e w'ile code. He c'ecks for t'e routines and su,-routines

of eac' module. %ystem analyst c'ecks for t'e w'ole flow t'e system and t'en

accordingly" after reviewing it suggests or makes t'e c'anges to t'e design of t'e

w'ole system. &'e ,asic criteria of system analyses are to see t'at t'e w'ole

system runs smoot'ly and is error free. After successful completion and c'anges to

t'e system as suggested ,y t'e analyst t'e system is t'en deployed at t'e client of 3(



Assignment no. 3


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end. %ystem analysis comes at t'e end of w'ole process w'ere t'e system is fine K

tuned for ,etter performance and usage.

Da!a +ro*ess#g)

A*!;!% Age#*% Dura!o# Cos!

C;" ,or P1 2%rs 3 Mo#!'s BB..@a*s

F#s'#g P2 (Mo#!'s BB..@a*s

F"o, *'ar!#g)

!epiction of step-,y-step procedure of a programme. Qenerally w'ole procedure

of programming is e*plained using ,o*es or ot'er geometrical forms and arrows.

n t'is kind of flow c'art system if any of t'e c'ain link ,reaks t'e w'ole system

'as to ,e revised. &'is system is fully dependent on every c'ain and is made to

know t'e working pro,a,ility of w'ole system.

8low c'arts of t'e various jo,s2activities s'all ,e made on t'e weekly ,asis"

c'ecking t'e commitment ,y t'e agency for t'at specific jo,. f any activity is not

completed in t'e specified time it will 'ave to ,e overlapped in t'e second week

assuming it to ,e t'e responsi,ility of t'e concerned agency. After t'e t' week if

t'e same situation prevails for t'e delayed activity penalty clause will ,e

applica,le as per t'e agreement. &'e employer and t'e outside agency s'all sign

t'is agreement. &'is flowc'art s'all ,e made using t'e P.. software MRP

%ystem)Material Resource Planning+ and s'all make it very easy to maintain t'e

records of agencies 'ired and t'e jo,s done ,y t'em.Page 3& of 3(



Assignment no. 3


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A*!;!% 1s! ,ee 2# ,ee 3r ,ee 4!' ,ee &!' ,ee

A1

A2

A3

I@OGRAP0 )-

1. Practical M% )ndian $*periences and case studies+- 1anerjee and 7tpal

2. Materials Management K Qopalswamy.

3. Principles of M%- %cott Q.M.

NCP-28 Management Information System

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