Difference between revisions of "Operations Management Quarter"

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[[Operations Management Quarter]] (hereinafter, the ''Quarter'') is a lecture introducing the learners to [[operations implementation]]s primarily through key topics related to [[operations management]]. The ''Quarter'' is the last of four lectures of [[Operations Quadrivium]], which is the third of seven modules of '''[[Septem Artes Administrativi]]''' (hereinafter, the ''Course''). The ''Course'' is designed to introduce the learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
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[[Operations Management Quarter]] (hereinafter, the ''Quarter'') is a lecture introducing the learners to [[operations management]]. The ''Quarter'' is the last of four lectures of [[Operations Quadrivium]], which is the third of seven modules of '''[[Septem Artes Administrativi]]''' (hereinafter, the ''Course''). The ''Course'' is designed to introduce the learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
  
  
 
==Outline==
 
==Outline==
''[[Process Engineering Quarter]] is the predecessor lecture. In the [[enterprise implementation]] series, the previous lecture is [[Project Management Quarter]].''
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''[[Effort Engineering Quarter]] is the predecessor lecture. In the [[enterprise planning]] series, the previous lecture is [[Project Management Quarter]].''
  
 
===Concepts===
 
===Concepts===
 
#'''[[Operations management]]'''. (1) Practice and a set of concepts, based on that practice, that define culture of managing of [[operations]]; (2) A group who is responsible for overseeing all aspects of a customer's production resources.
 
#'''[[Operations management]]'''. (1) Practice and a set of concepts, based on that practice, that define culture of managing of [[operations]]; (2) A group who is responsible for overseeing all aspects of a customer's production resources.
#*[[Operations]] (or [[Operations|Ongoing operations]]). Repetitive [[enterprise effort]]s undertaken in order to create specified [[deliverable]]s using already designed [[process]]es.
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#*[[Operations]]. [[Enterprise effort]]s undertaken in order to create some [[deliverable]]s using some [[process]]es.
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#*[[Ongoing operation]]s. Repetitive [[enterprise effort]]s undertaken in order to create specified [[deliverable]]s using already designed [[process]]es.
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#'''[[Enterprise operation]]'''.  
 
#*[[Management]]. Coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively.
 
#*[[Management]]. Coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively.
#*[[Organizing]]. [[Management function]] that involves arranging and structuring work to accomplish the [[enterprise goal]]s. [[Organizing]] include determining what [[task]]s are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
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#*[[Organizing]]. [[Management function]] that involves arranging and structuring work to accomplish the [[enterprise goal]]s. [[Organizing]] include determining what [[job task]]s are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
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#*[[Compliance management]]. Management of [[regulatory compliance]] for a particular [[business]] and/or at a particular [[enterprise]].
 
#*[[Corrective action]]. Changes made to bring expected future performance of the project in line with the plan.
 
#*[[Corrective action]]. Changes made to bring expected future performance of the project in line with the plan.
#'''[[Knowledge management]]'''. Handling of [[enterprise information]].
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#'''[[Job task]]'''. The lowest level of [[enterprise effort]]. In [[Agile methodology]], a [[job task|task]] is a single unit of work broken down from a [[user story]]. In [[project management]], a [[job task|task]] is a generic term for work that is not included in the work breakdown structure, but potentially could be a further decomposition of work by the individuals responsible for that work. A [[job task]] is usually completed by just one person and is a part of an [[activity]].
#*[[File:Knowledge.png|400px|thumb|right|[[Knowledge]]]][[Knowledge]]. (1) Facts, information, and skills acquired by a [[legal entity]] through experience or [[learning]]; the theoretical or practical understanding of a subject; (2) Awareness or familiarity gained by experience of a fact or situation.
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#*[[Task identity]]. The degree to which a job requires completion of a whole and identifiable piece of work.
#*[[Idea management]]. Handling of [[concept]]s.
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#*[[Task significance]]. The degree to which a job has a substantial impact on the lives or work of other people.
#*[[Strategic flexibility]]. The ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake.
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#*[[Task performance]]. The combination of [[effectiveness]] and [[efficiency]] at doing core job tasks.
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#'''[[Task structure]]'''. One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured.
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#*[[Structured task]].
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#*[[Unstructured task]].
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#'''[[Sprint task]]'''. A single small item of work that helps one particular story reach completion.
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#*[[Task list]]. A list of tasks needed to complete the set of stories committed to a sprint.
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#*[[Task board]]. A physical or online visual representation of user stories broken down into tasks or work units. A physical task board can be as simple as a whiteboard with three columns labeled To Do, Doing, and Done; colored post-it notes or index cards representing tasks are placed in  the column that reflects the task's current state. A task board can be expanded to hold more columns and can also include horizontal swim lanes.
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#'''[[Traditional goal-setting]]'''. An approach to setting goals in which top managers set goals that then flow down through the organization and become subgoals for each organizational area.
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#*[[Span of control]]. The number of employees a manager is directly responsible for.
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#'''[[Chain of command]]'''. The unbroken line of [[authority]] that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.
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#*[[Responsibility]]. The obligation of expectation to perform any assigned duties.
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#*[[Human resource planning]]. Ensuring that the organization has the right number and kinds of capable people in the right places and at the right times.
 
#'''[[Value chain management]]'''. The process of managing the sequence of activities and information along the entire value chain.
 
#'''[[Value chain management]]'''. The process of managing the sequence of activities and information along the entire value chain.
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#*[[Business process management]] ([[Business process management|BPM]]). A holistic management approach focused on aligning all aspects of an organization with the wants and needs of clients. BPM attempts to improve processes continuously. It can, therefore, be described as a "process optimization process". It is argued that BPM enables organizations to be more efficient, effective and capable of change than a functionally focused, traditional hierarchical management approach.
 
#*[[Business development]]. The activity of pursuing strategic opportunities for a particular [[business]] or [[enterprise]], for example by cultivating partnerships or other commercial relationships, or identifying new markets for its products or services.
 
#*[[Business development]]. The activity of pursuing strategic opportunities for a particular [[business]] or [[enterprise]], for example by cultivating partnerships or other commercial relationships, or identifying new markets for its products or services.
#*[[Deployment]]. Introduction of a new activity, procedure, or program to an organization.
 
#'''[[Compliance management]]'''. Management of [[regulatory compliance]] for a particular [[business]] and/or at a particular [[enterprise]].
 
 
#'''[[Management responsibility]]'''. The state or fact of managers having a duty to deal with enterprise challenges and/or of having control over subordinates.
 
#'''[[Management responsibility]]'''. The state or fact of managers having a duty to deal with enterprise challenges and/or of having control over subordinates.
 
#*[[Symbolic view of management responsibility]]. The view that much of an organization's success or failure is due to external forces outside managers' control.
 
#*[[Symbolic view of management responsibility]]. The view that much of an organization's success or failure is due to external forces outside managers' control.
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#*[[Socioeconomic view of management function]]. The view that management's social responsibility goes beyond making profits to include protecting and improving society's welfare.
 
#*[[Socioeconomic view of management function]]. The view that management's social responsibility goes beyond making profits to include protecting and improving society's welfare.
 
#*[[Classical view of management function]]. The view that management's only social responsibility is to maximize profits.
 
#*[[Classical view of management function]]. The view that management's only social responsibility is to maximize profits.
#'''[[Authority]]'''. The rights inherent in a managerial position to establish policies and/or give orders to subordinates to expect the orders to be obeyed.
 
#*[[Line authority]]. Authority that entitles a manager to direct the work of an employee.
 
#*[[Staff authority]]. Positions with some authority that have been created to support, assist, and advise those holding [[line authority]].
 
#*[[Chain of command]]. The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.
 
#*[[Responsibility]]. The obligation of expectation to perform any assigned duties.
 
#*[[Human resource planning]]. Ensuring that the organization has the right number and kinds of capable people in the right places and at the right times.
 
#'''[[Enterprise result]]'''. Any [[enterprise output]], [[enterprise outcome|outcome]], [[enterprise benefit|benefit]], and/or [[enterprise drawback|drawback]] that effects somebody or something or may be perceived as effecting somebody or something.
 
#*[[Enterprise output]]. Any permanent or temporary, tangible or intangible output that is directly created during an [[enterprise effort]].
 
#*[[Enterprise outcome]]. All consequences of the change derived from using the [[enterprise output]]s.
 
#*[[Enterprise benefit]]. The measurable improvement resulting from an [[enterprise administration]] that is perceived or may be perceived as an advantage by one or more stakeholders.
 
#*[[Enterprise drawback]]. The measurable improvement resulting from an [[enterprise administration]] that is perceived or may be perceived as an disadvantage by one or more stakeholders.
 
#*[[Business report]]. An account given of a particular business matter, especially in the form of an official document, after thorough investigation or consideration by an appointed person or body.
 
#*[[Progress report]]. An account given of state of a [[project]], [[operations]], or other [[enterprise effort]].
 
 
#'''[[Universality of management]]'''. The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located.
 
#'''[[Universality of management]]'''. The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located.
#*[[Conflict management]]. The use of resolution and stimulation techniques to achieve the desired level of [[conflict]].
 
 
#*[[Diversity management]]. The [[process]] and programs by which [[manager]]s make everyone more aware of and sensitive to the needs and differences of others.
 
#*[[Diversity management]]. The [[process]] and programs by which [[manager]]s make everyone more aware of and sensitive to the needs and differences of others.
#'''[[Task]]'''. The lowest level of [[enterprise effort]]. In [[Agile methodology]], a [[task]] is a single unit of work broken down from a [[user story]]. In [[project management]], a [[task]] is a generic term for work that is not included in the work breakdown structure, but potentially could be a further decomposition of work by the individuals responsible for that work. A [[task]] is usually completed by just one person and is a part of an [[activity]].
 
#*[[Sprint task]]. A single small item of work that helps one particular story reach completion.
 
#*[[Task board]]. A physical or online visual representation of user stories broken down into tasks or work units. A physical task board can be as simple as a whiteboard with three columns labeled To Do, Doing, and Done; colored post-it notes or index cards representing tasks are placed in  the column that reflects the task's current state. A task board can be expanded to hold more columns and can also include horizontal swim lanes.
 
#*[[Task list]]. A list of tasks needed to complete the set of stories committed to a sprint.
 
#*[[Task identity]]. The degree to which a job requires completion of a whole and identifiable piece of work.
 
#*[[Task significance]]. The degree to which a job has a substantial impact on the lives or work of other people.
 
#*[[Task structure]]. One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured.
 
#'''[[Traditional goal-setting]]'''. An approach to setting goals in which top managers set goals that then flow down through the organization and become subgoals for each organizational area.
 
#*[[Span of control]]. The number of employees a manager is directly responsible for.
 
 
#'''[[Management approach]]'''.  
 
#'''[[Management approach]]'''.  
 
#*[[Classical approach in management concepts]]. First studies of management, which emphasized nationality and making organizations and workers as efficient as possible.
 
#*[[Classical approach in management concepts]]. First studies of management, which emphasized nationality and making organizations and workers as efficient as possible.
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#*[[Evidence-based management]]. The systematic use of the best available evidence to improve management practice.
 
#*[[Evidence-based management]]. The systematic use of the best available evidence to improve management practice.
 
#*[[Green management]]. [[Management]] in which managers consider the impact of their organization on the natural environment.
 
#*[[Green management]]. [[Management]] in which managers consider the impact of their organization on the natural environment.
#'''[[Management process]]'''. A set of undefined or tentatively defined [[activity|activiti]]es performed for an [[enterprise]].
 
#'''[[Iterative development]]'''. The process of breaking down projects into more manageable components known as iterations. Iterations are essential in Agile methodologies for producing a potentially shippable deliverable or product.
 
#*[[Iterate]]. The act of repeating a process with the aim of approaching a desired goal, target or result. Each repetition of the process is also called an iteration.
 
#*[[Enterprise effort]]. A determined attempt or a set of attempts undertaken in order to create outcomes of a [[task]], [[activity]], [[process]], [[project]] or [[operations]], and/or [[enterprise]].
 
#'''[[Iteration]]'''. A [[phase]] of agile development in which a deliverable (or the solution overall) is progressively elaborated upon. Each [[iteration]] is a self-contained "mini-project" in which a set of activities are undertaken, resulting in the development of a subset of deliverables, a set of features, or potentially shippable [[deliverable]]. An [[iteration]] takes a fixed or timeboxed period of time, generally spanning two to four weeks. A typical [[Agile project]] consists of a series of [[iteration]]s, along with a [[Sprint planning meeting]] prior to development and a [[Sprint retrospective]] at the end of each [[iteration]]. Each iteration generally contains activities such as [[analysis]], [[design]], [[development]], and [[testing]]. For each [[iteration]], the team plans its work, does the work, and checks it for quality and completeness. [[Iteration]]s can occur within other [[iteration]]s as well. For example, an iteration of requirements development would include elicitation, analysis, specification, and validation activities. [[Iteration]]s are referred to as [[Sprint]]s in [[Scrum]].
 
#'''[[Sprint]]'''. A fixed-length time period during which a [[milestone]] is expected to be reached. Usually, one [[user story]] or [[product backlog item]] (PBI) must be transformed into a potentially shippable [[deliverable]] and ready for review. Each [[sprint]] is assigned a set amount of time to be accomplished (sometimes referred to as [[timebox]]), which could be anywhere from one week to one month, but typically lasts two weeks. In the [[Agile methodology]], [[Sprint]]s are referred as [[iteration]]s.
 
#*[[Sprint goal]] (aka [[Sprint theme]]). The key focus of the work for a single sprint.
 
#'''[[Adaptive management]]'''.
 
#'''[[DevOps]]'''. Practice and a set of concepts, based on that practice, that define culture of unifying software development (Dev) and software operations (Ops). Its signature toolchain represents a chain of tools that fit one of the following categories: (a) Code, (b) Build, (c) Test, (d) Package, (e) Release, (f) Configure, and (e) Monitor.
 
  
 
===Roles===
 
===Roles===
#'''[[Managerial role]]'''. A specific action or behavior expected of and exhibited by a [[manager]].<blockquote><table class="wikitable" width=100% style="text-align:center;"><tr><td>Level</td><th colspan="4">[[Decisional role]]</th><th colspan="3">[[Informational role]]</th><th colspan="3">[[Interpersonal role]]</th></tr><tr><th>[[Non-manager|Non&#8209;manager]]</th><td rowspan="4">'''[[Negotiator]]'''</td><td>Rarely, [[Resource allocator|allocator]]</td><td rowspan="4">[[Disturbance handler|Disturbance '''handler''']]</td><td rowspan="3">Rarely, [[visionary]]</td><td rowspan="4">'''[[Monitor]]'''</td><td rowspan="4">'''[[Disseminator]]'''</td><td rowspan="2">Rarely, [[spokeperson]]</td><td>Rarely, [[figurehead]]</td><td>Rarely, [[influencer]]</td><td rowspan="4">'''[[Liaison]]'''</td></tr><tr><th>[[Frontline manager|Frontline]]</th><td rowspan="3">[[Resource allocator|Resource '''allocator''']]</td><td rowspan="3">'''[[Figurehead]]'''</td><td rowspan="3">'''[[Influencer]]'''</td></tr><tr><th>[[Middle manager|Middle]]</th><td rowspan="2">'''[[Spokeperson]]'''</td></tr><tr><th>[[Top officer|Top]]</th><td>'''[[Visionary]]'''</td></tr></table></blockquote>
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#'''[[Managerial role]]'''. A specific action or behavior expected of and exhibited by a [[manager]].
#*[[Decisional role]]. A [[managerial role]] that revolves around making choices. [[Henry Mintzberg]] identified the following four [[decisional role]]s: [[negotiator]], [[resource allocator]], [[disturbance handler]], and [[entrepreneur]].
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#*[[Decisional role]]. A [[managerial role]] that revolves around making choices. [[Henry Mintzberg]] identified the following four [[decisional role]]s: [[negotiator]], [[resource allocator]], [[disturbance handler]], and [[entrepreneur]].<blockquote><table class="wikitable" width=100% style="text-align:center;"><tr><td>Level</td><th colspan="4">[[Decisional role]]</th></tr><tr><th>[[Non-manager|Non&#8209;manager]]</th><td rowspan="4">'''[[Negotiator]]'''</td><td>Rarely, [[Resource allocator|allocator]]</td><td rowspan="4">[[Disturbance handler|Disturbance '''handler''']]</td><td rowspan="3">Rarely, [[visionary]]</td></tr><tr><th>[[Frontline manager|Frontline]]</th><td rowspan="3">[[Resource allocator|Resource '''allocator''']]</td></tr><tr><th>[[Middle manager|Middle]]</th></tr><tr><th>[[Top officer|Top]]</th><td>'''[[Visionary]]'''</td></tr></table></blockquote>
#*[[Informational role]]. A [[managerial role]] that involves collecting, receiving, and disseminating information. [[Henry Mintzberg]] identified the following three [[informational role]]s: [[monitor]], [[disseminator]], and [[spokeperson]].
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#*[[Informational role]]. A [[managerial role]] that involves collecting, receiving, and disseminating information. [[Henry Mintzberg]] identified the following three [[informational role]]s: [[monitor]], [[disseminator]], and [[spokeperson]].<blockquote><table class="wikitable" width=100% style="text-align:center;"><tr><td>Level</td><th colspan="3">[[Informational role]]</th></tr><tr><th>[[Non-manager|Non&#8209;manager]]</th><td rowspan="4">'''[[Monitor]]'''</td><td rowspan="4">'''[[Disseminator]]'''</td><td rowspan="2">Rarely, [[spokeperson]]</td></tr><tr><th>[[Frontline manager|Frontline]]</th></tr><tr><th>[[Middle manager|Middle]]</th><td rowspan="2">'''[[Spokeperson]]'''</td></tr><tr><th>[[Top officer|Top]]</th></tr></table></blockquote>
#*[[Interpersonal role]]. A [[managerial role]] that involves people and other duties that are ceremonial and symbolic in nature. [[Henry Mintzberg]] identified the following three [[interpersonal role]]s: [[figurehead]], [[leader]], and [[liaison]].
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#*[[Interpersonal role]]. A [[managerial role]] that involves people and other duties that are ceremonial and symbolic in nature. [[Henry Mintzberg]] identified the following three [[interpersonal role]]s: [[figurehead]], [[leader]], and [[liaison]].<blockquote><table class="wikitable" width=100% style="text-align:center;"><tr><td>Level</td><th colspan="3">[[Interpersonal role]]</th></tr><tr><th>[[Non-manager|Non&#8209;manager]]</th><td>Rarely, [[figurehead]]</td><td>Rarely, [[influencer]]</td><td rowspan="4">'''[[Liaison]]'''</td></tr><tr><th>[[Frontline manager|Frontline]]</th><td rowspan="3">'''[[Figurehead]]'''</td><td rowspan="3">'''[[Influencer]]'''</td></tr><tr><th>[[Middle manager|Middle]]</th></tr><tr><th>[[Top officer|Top]]</th></tr></table></blockquote>
#'''[[Manager]]'''. (1) An individual who achieves goals through other people; (2) Someone who coordinates and oversees the work of other people so organizational goals can be accomplished.
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#[[File:Management-levels.png|400px|thumb|right|[[Manager]]s]]'''[[Manager]]'''. (1) An individual who achieves goals through other people; (2) Someone who coordinates and oversees the work of other people so organizational goals can be accomplished.
#*[[File:Management-levels.png|400px|thumb|right|[[Manager]]s]][[Frontline manager]] (or first-line manager). A [[manager]] at the lowest levels of the [[organizational structure]] who manage the work of nonmanagerial employees.
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#*[[Frontline manager]] (or first-line manager). A [[manager]] at the lowest levels of the [[organizational structure]] who manage the work of nonmanagerial employees.
 
#*[[Middle manager]]. A [[manager]] between the lowest and upper levels of the [[organizational structure]] who manage the work of [[frontline manager]]s.
 
#*[[Middle manager]]. A [[manager]] between the lowest and upper levels of the [[organizational structure]] who manage the work of [[frontline manager]]s.
 
#'''[[Functional manager]]'''. A manager responsible for activities in a specialized department or function (e.g., engineering, manufacturing, marketing).
 
#'''[[Functional manager]]'''. A manager responsible for activities in a specialized department or function (e.g., engineering, manufacturing, marketing).
 
#*[[Line manager]]. (1) The manager of any group that actually makes a product or performs a service. (2) A functional manager.
 
#*[[Line manager]]. (1) The manager of any group that actually makes a product or performs a service. (2) A functional manager.
#'''[[Task force]]''' (ad hoc committee). A temporary committee or team formed to tackle a specific short-term problem affecting several departments.
 
#'''[[Agile team]]'''. A [[work team]] that is responsible for committing to work, delivering and driving the product forward from a tactical perspective in terms of [[Agile methodology]]. Usually, an [[Agile team]] is a small, high-functioning group of five to nine people who collaboratively work together to complete an iteration or project. The team has the necessary skills and competencies to work on the project. Scrum teams are cross-functional; Kanban teams can either be cross-functional or specialists. Scrum teams lack any roles. Kanban teams usually have team leads.
 
#*[[Agile team member]]. A member of an [[Agile team]]. Often, [[Agile team]] include engineers, architects, developers, analysts, QA experts, testers, UX designers, etc.
 
#*[[Team lead]]. A [[team member]] who may or may not have [[authority]] over other [[team member]]s and is appointed on permanent or rotating basis to serve one or more [[management function]]s such as (1) to represent the team to the next higher reporting level, (2) to make decisions or to make decisions in the absence of a consensus, (3) resolve [[conflict]]s between [[team member]]s, and/or (4) coordinate team efforts. No [[team lead]] is appointed in [[Scrum]].
 
#'''[[Scrum role]]'''. One of the following: [[product owner]], [[Scrum master]], [[Agile team member]].
 
#*[[Scrum master]]. A facilitator for the team and [[product owner]]. Rather than manage the team, the [[Scrum master]] works to assist both the team and product owner in the following ways: (1) Remove the barriers between the development and the product owner so that the product owner directly drives development. (2) Teach the product owner how to maximize return on investment (ROI), and meet his/her objectives through Scrum. (3) Improve the lives of the development team by facilitating creativity and empowerment. (4) Improve the productivity of the development team in any way possible. (5) Improve the engineering practices and tools so that each increment of functionality is potentially shippable. (6) Keep information about the team's progress up to date and visible to all parties. [[Scrum master]] is often viewed as the coach for the team.
 
#*[[Product owner]]. A person who holds the vision for the product and is responsible for maintaining, prioritizing and updating the [[product backlog]]. In [[Agile methodology]], the [[product owner]] has final authority representing the customer's interest in backlog prioritization and requirements questions. This person must be available to the team at any time, but especially during the [[Sprint planning meeting]] and the [[Sprint review meeting]]. Challenges of being a product owner: (1) Resisting the temptation to "manage" the team. The team may not self-organize in the way you would expect it to. This is especially challenging if some team members request your intervention with issues the team should sort out for itself. (2) Resisting the temptation to add more important work after a Sprint is already in progress. (3) Being willing to make hard choices during the [[sprint planning meeting]]. (4) Balancing the interests of competing stakeholders.
 
  
 
===Methods===
 
===Methods===
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#*[[Crashing]]. The [[schedule compression]] that increases the cost.
 
#*[[Crashing]]. The [[schedule compression]] that increases the cost.
 
#*[[Parallel tracking]]. The [[schedule compression]] by overlapping tasks and activities that would normally be done in sequence. Performing [[enterprise effort]]s in parallel may increase [[risk]]s.
 
#*[[Parallel tracking]]. The [[schedule compression]] by overlapping tasks and activities that would normally be done in sequence. Performing [[enterprise effort]]s in parallel may increase [[risk]]s.
#'''[[Unity of command]]'''. The managerial technique that ensures unity of effort under one responsible person (or commander) for completing a [[task]]. In other words, [[unity of command]] is a principle, which idea is to make sure that each employee reports to one and only one superior to whom he or she is directly responsible.
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#'''[[Unity of command]]'''. The managerial technique that ensures unity of effort under one responsible person (or commander) for completing a [[job task]]. In other words, [[unity of command]] is a principle, which idea is to make sure that each employee reports to one and only one superior to whom he or she is directly responsible.
#'''[[Unstructured-task technique]]'''. An established [[procedure]] for resolving completely new [[task]]s or [[task]]s requiring working in [[unstructured environment]]s.
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#'''[[Unstructured-task technique]]'''. An established [[procedure]] for resolving completely new [[job task]]s or [[job task]]s requiring working in [[unstructured environment]]s.
 
#*[[Pair working]]. A scenario where two [[team member]]s share a single workstation and work together to develop a single feature.  
 
#*[[Pair working]]. A scenario where two [[team member]]s share a single workstation and work together to develop a single feature.  
 
#*[[Swarming]]. Mutual work of team members with appropriate skills work together to complete a task that a team member is having trouble completing on his or her own.
 
#*[[Swarming]]. Mutual work of team members with appropriate skills work together to complete a task that a team member is having trouble completing on his or her own.
#'''[[Agile methodology]]''' (or [[Agile development methodology]]). The project management approach of developing increments of [[prototype]]s and, eventually, the [[deliverable]] in frequent iterations based on evolving requirements. In other words, the [[Agile methodology]] is characterized by the division of [[task]]s into short phases of work and frequent reassessment and adaptation of initial objectives. Instead of well-defined [[project]]s in the [[Waterfall model]], the [[Agile methodology|Agile one]] suggests a series of development sprints. This ''methodology'' emphasizes clearly-defined development rules with regard to both development and continuous feedback to refine the [[product scope]] rather than a predefined development process. This feature makes the ''methodology'' instrumental in those development that are inherently unpredictable. The [[Agile Manifesto]] was the initial public declaration for [[Agile methodology]] related to software. Its authors believed that they found "better ways of developing software by doing it and helping others do it."
 
#*[[Agile]]. (1) Able to move quickly and easily and/or (2) [[Agile methodology]].
 
#*[[Scrum]]. The [[Agile methodology]] that features (a) a [[self-directed team]] with no specified [[project manager]] and no [[manager]]s at all, (b) a high level of communication between team members especially through daily meetings called [[standup]]s, and (c) a [[product owner]] who is responsible for continuous feeding [[task]]s to the team. In [[Scrum]], iterations are called sprints and are assigned a fixed length—sprints typically last one to two weeks, but can last as long a month.
 
#*[[Lean Agile methodology]]. An example of lightweight Agile methodology applied to project development. Lean Software Development combines the Lean manufacturing approach pioneered by Toyota in the 1950s (also known as just-in-time production) and Lean IT principles, and applies them to software. LSD places a strong emphasis on people and effective communication. LSD is defined by seven principles: (1) Eliminate waste, (2) Create knowledge, (3) Build quality in, (4) Defer commitment, (5) Optimize the whole, (6) Deliver fast, (7) Respect people
 
#*[[Lean UX]]. Inspired by Lean and [[Agile methodology|Agile methodologi]]es, Lean UX speeds up the UX process by putting less emphasis on deliverables and greater focus on the actual experience being designed.
 
#*[[Test-driven development]] (TDD). The practice of designing and building tests for functional, working code, and then building code that will pass those tests.
 
#'''[[Kanban]]'''. (1) A highly visual framework that falls under the Agile umbrella. The Kanban process uses continuous work flow rather than fixed iterations to produce shippable deliverables. When applied over an existing process, Kanban encourages small, incremental changes to the current process and does not require a specific set up or procedure. Kanban focuses on completing entire projects rather than [[sprint]]s; (2) A communication system that controls the flow of the shop, and synchronizes the level of production to customer demand, and normally uses standardized quantities and movement tickets which travel with the production pieces from operation station to operation station.
 
  
 
===Instruments===
 
===Instruments===
 +
#'''[[Unified Process]]'''. A customizable framework developed for [[enterprise administration]]. This ''framework'' emphasizes (a) four [[project life-cycle phase]]s, in which (b) six "engineering" disciplines such as business modeling, requirements, design, implementation, test, and [[deployment]] are applied, as well as (c) the [[strategic development tripod]]. 
 +
#*[[Rational Unified Process]] (RUP). The version of the [[Unified Process]] that is trademarked by [[IBM]].
 +
#[[File:Devops.png|400px|thumb|right|[[DevOps process]]]]'''[[DevOps]]'''. Practice and a set of concepts, based on that practice, that define culture of utilizing the [[DevOps process]] to unify development (Dev) and operations (Ops).
 +
#*[[DevOps process]]. A framework used in [[DevOps]] that represents a chain of operational phases such as (a) Code, (b) Build, (c) Test, (d) Package, (e) Release, (f) Configure, and (e) Monitor.
 +
#*[[DevOps toolchain]]. A framework used in [[DevOps]] that represents a chain of tools, each of which fits one of the phases of a [[DevOps process]].
 
#'''[[Software upgrade]]'''. The replacement of a software product with a newer, improved version.
 
#'''[[Software upgrade]]'''. The replacement of a software product with a newer, improved version.
#'''[[Scrum meeting]]'''. One of the following: [[story time]], [[Sprint planning meeting]], [[Sprint review meeting]], [[Sprint retrospective]], [[daily standup]].
 
#*[[Sprint planning meeting]]. A working session held before the start of each sprint to reach a mutual consensus between the [[product owner]]'s [[acceptance criteria]] and the amount of work the development team can realistically accomplish by the end of the sprint. The length of the sprint determines the length of the [[Sprint planning meeting]], with two hours being equivalent to one week of the sprint. Using this formula, the [[Sprint planning meeting]] for a two-week sprint would last about four hours, although this can vary.
 
#*[[Daily standup]]. A brief communication and status-check session facilitated by the Scrum Master where Scrum teams share progress, report impediments, and make commitments for the current iteration or sprint. The Daily Scrum consists of a tightly focused conversation kept to a strict timeframe; the meeting is held at the same time, every day (ideally, in the morning), and in the same location. The Scrum task board serves as the focal point of the meeting. During the Daily scrum each team member answers three questions: (1) "What have I done since the last Scrum meeting? (i.e. yesterday)" (2) "What will I do before the next Scrum meeting? (i.e. today)" (3) "What prevents me from performing my work as efficiently as possible?"
 
#*[[Story time]]. A regular work session where items on the backlog are discussed, refined and estimated and the backlog is trimmed and prioritized.
 
#*[[Scrum of scrums]]. A meeting that is a scaling mechanism used to manage large projects involving Scrum multiple teams. A Scrum of Scrums is held to facilitate communication between teams that may have dependencies on one another. One member from each team attends the Scrum of Scrums to speak for the team—this could be the Scrum Master but may be any team member who can effectively relay information and handle questions or concerns for the team.
 
#*[[Sprint review meeting]]. A [[meeting]] that a [[Scrum team]] holds immediately following the completion of a sprint to review and demonstrate what the team has accomplished during the sprint. This meeting is attended by the product owner or customer, Scrum Master, Scrum team, and stakeholders. The [[Sprint review meeting]] is an informal meeting (no Powerpoint slides allowed). The length of the sprint determines the length of the [[Sprint review meeting]], with one hour being equivalent to one week of the sprint. Using this formula, the [[Sprint planning meeting]] for a two-week sprint would last two hours, although this can vary.
 
#*[[Sprint retrospective]]. A [[Scrum meeting]] held following the completion of a [[sprint]] to discuss whether the sprint was successful and to identify improvements to be incorporated into the next sprint.
 
#'''[[Unified Process]]'''. A customizable framework developed for [[enterprise administration]]. This ''framework'' emphasizes (a) four [[project life-cycle phase]]s, in which (b) six "engineering" disciplines such as business modeling, requirements, design, implementation, test, and deployment are applied, as well as (c) the [[strategic development tripod]]. 
 
#*[[Rational Unified Process]] (RUP). The version of the [[Unified Process]] that is trademarked by [[IBM]].
 
#[[File:Dadi.png|400px|thumb|right|DADI pattern]]'''[[DADI]]''' (or [[DADI|DADI pattern]]). The enterprise development pattern that divides [[enterprise administration]] in four batches: [[Enterprise discovery|'''D'''iscovery]] (D), [[Enterprise analysis|'''A'''nalysis]] (A), [[Enterprise design|'''D'''esign]] (D), and [[Enterprise implementation|'''I'''mplementation]] (I). Although the batches tend to be both consecutive and complete, this statement is rarely true. Most frequently, [[Enterprise discovery|'''D'''iscovery]] can occur at any time and the newly discovered data re-starts the process.
 
  
 
===Results===
 
===Results===
 
#'''[[Operational plan]]'''. A [[plan]] that encompasses a particular operational area of the organization.
 
#'''[[Operational plan]]'''. A [[plan]] that encompasses a particular operational area of the organization.
#'''[[Change request]]'''. Any request to change the [[performance measurement baseline]] or any other [[metric]] approved by a higher [[authority]]. Any scope change almost always requires an adjustment to the cost or schedule.
 
 
#'''[[Intention for bid]]''' ([[IFB]]). Communications, written or oral by the prospective sources showing their willingness to perform the specified work. This could be a letter, statement of qualifications or response to a request for proposal.
 
#'''[[Intention for bid]]''' ([[IFB]]). Communications, written or oral by the prospective sources showing their willingness to perform the specified work. This could be a letter, statement of qualifications or response to a request for proposal.
  
 
===Practices===
 
===Practices===
  
''[[Human Perceptions Quarter]] is the successor lecture. In the [[enterprise implementation]] series, the next lecture is [[Talent Management Quarter]].''
+
''[[Human Perceptions Quarter]] is the successor lecture. In the [[enterprise planning]] series, the next lecture is [[Talent Management Quarter]].''
  
 
==Materials==
 
==Materials==
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==See also==
 
==See also==
 +
 +
[[Category:Septem Artes Administrativi]][[Category:Lecture notes]]

Latest revision as of 21:20, 28 April 2023

Operations Management Quarter (hereinafter, the Quarter) is a lecture introducing the learners to operations management. The Quarter is the last of four lectures of Operations Quadrivium, which is the third of seven modules of Septem Artes Administrativi (hereinafter, the Course). The Course is designed to introduce the learners to general concepts in business administration, management, and organizational behavior.


Outline

Effort Engineering Quarter is the predecessor lecture. In the enterprise planning series, the previous lecture is Project Management Quarter.

Concepts

  1. Operations management. (1) Practice and a set of concepts, based on that practice, that define culture of managing of operations; (2) A group who is responsible for overseeing all aspects of a customer's production resources.
  2. Enterprise operation.
  3. Job task. The lowest level of enterprise effort. In Agile methodology, a task is a single unit of work broken down from a user story. In project management, a task is a generic term for work that is not included in the work breakdown structure, but potentially could be a further decomposition of work by the individuals responsible for that work. A job task is usually completed by just one person and is a part of an activity.
  4. Task structure. One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured.
  5. Sprint task. A single small item of work that helps one particular story reach completion.
    • Task list. A list of tasks needed to complete the set of stories committed to a sprint.
    • Task board. A physical or online visual representation of user stories broken down into tasks or work units. A physical task board can be as simple as a whiteboard with three columns labeled To Do, Doing, and Done; colored post-it notes or index cards representing tasks are placed in the column that reflects the task's current state. A task board can be expanded to hold more columns and can also include horizontal swim lanes.
  6. Traditional goal-setting. An approach to setting goals in which top managers set goals that then flow down through the organization and become subgoals for each organizational area.
    • Span of control. The number of employees a manager is directly responsible for.
  7. Chain of command. The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.
    • Responsibility. The obligation of expectation to perform any assigned duties.
    • Human resource planning. Ensuring that the organization has the right number and kinds of capable people in the right places and at the right times.
  8. Value chain management. The process of managing the sequence of activities and information along the entire value chain.
    • Business process management (BPM). A holistic management approach focused on aligning all aspects of an organization with the wants and needs of clients. BPM attempts to improve processes continuously. It can, therefore, be described as a "process optimization process". It is argued that BPM enables organizations to be more efficient, effective and capable of change than a functionally focused, traditional hierarchical management approach.
    • Business development. The activity of pursuing strategic opportunities for a particular business or enterprise, for example by cultivating partnerships or other commercial relationships, or identifying new markets for its products or services.
  9. Management responsibility. The state or fact of managers having a duty to deal with enterprise challenges and/or of having control over subordinates.
  10. Management function. An activity or purpose natural to a manager.
  11. Universality of management. The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located.
  12. Management approach.
    • Classical approach in management concepts. First studies of management, which emphasized nationality and making organizations and workers as efficient as possible.
    • Scientific management. An approach that involves using the scientific method to find the "one best way" for a job to be done.
    • General administrative theory. An approach to management that focuses on describing what managers do and what constitutes good management practice.
    • Contingency approach. A management approach that recognizes organizations as different, which means they face different situations (contingencies) and require different ways of managing.
    • Contingency variable. A situational factor that moderates the relationship between two or more variables.
    • Management by objectives. A program that encompasses specific mutually agreed-upon goals with feedback on goal progress.
    • Management by walking around. A term used to describe when a manager is out in the work area interacting directly with employees.
    • Evidence-based management. The systematic use of the best available evidence to improve management practice.
    • Green management. Management in which managers consider the impact of their organization on the natural environment.

Roles

  1. Managerial role. A specific action or behavior expected of and exhibited by a manager.
  2. Manager. (1) An individual who achieves goals through other people; (2) Someone who coordinates and oversees the work of other people so organizational goals can be accomplished.
  3. Functional manager. A manager responsible for activities in a specialized department or function (e.g., engineering, manufacturing, marketing).
    • Line manager. (1) The manager of any group that actually makes a product or performs a service. (2) A functional manager.

Methods

  1. Disciplinary action. An action taken by a manager to enforce the organization's work standards and regulations.
  2. Schedule compression. A group of techniques used to shorten the schedule without reducing the scope. The compression is not always possible and often requires an increase in the cost.
  3. Unity of command. The managerial technique that ensures unity of effort under one responsible person (or commander) for completing a job task. In other words, unity of command is a principle, which idea is to make sure that each employee reports to one and only one superior to whom he or she is directly responsible.
  4. Unstructured-task technique. An established procedure for resolving completely new job tasks or job tasks requiring working in unstructured environments.
    • Pair working. A scenario where two team members share a single workstation and work together to develop a single feature.
    • Swarming. Mutual work of team members with appropriate skills work together to complete a task that a team member is having trouble completing on his or her own.

Instruments

  1. Unified Process. A customizable framework developed for enterprise administration. This framework emphasizes (a) four project life-cycle phases, in which (b) six "engineering" disciplines such as business modeling, requirements, design, implementation, test, and deployment are applied, as well as (c) the strategic development tripod.
  2. DevOps. Practice and a set of concepts, based on that practice, that define culture of utilizing the DevOps process to unify development (Dev) and operations (Ops).
    • DevOps process. A framework used in DevOps that represents a chain of operational phases such as (a) Code, (b) Build, (c) Test, (d) Package, (e) Release, (f) Configure, and (e) Monitor.
    • DevOps toolchain. A framework used in DevOps that represents a chain of tools, each of which fits one of the phases of a DevOps process.
  3. Software upgrade. The replacement of a software product with a newer, improved version.

Results

  1. Operational plan. A plan that encompasses a particular operational area of the organization.
  2. Intention for bid (IFB). Communications, written or oral by the prospective sources showing their willingness to perform the specified work. This could be a letter, statement of qualifications or response to a request for proposal.

Practices

Human Perceptions Quarter is the successor lecture. In the enterprise planning series, the next lecture is Talent Management Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also