(Optional Learning) Interview with Prashun Dutta, Gaiga Smart Cities

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来自 Indian School of Business 的课程

IT Project Management

238 个评分

Indian School of Business

IT Project Management

238 个评分

课程 4（共 6 门，Specialization Business Technology Management）

The concepts and use of project management tools, techniques and methodologies are becoming all pervasive. This course addresses project management in the context of IT projects, including software projects. Using the framework of project life cycle, the course covers various aspects pertaining to (i) project initiation, (ii) project planning and scheduling, (iii) project monitoring and control, and (iv) project termination. For planning and scheduling of projects, the use of project network and estimation of time and cost are covered in detail. Scheduling of projects with resource limitations is covered next. Risk assessment methods including simulation and risk reduction approaches are also be covered. The students will be required to use the software @risk to simulate project completion times. The use of Earned Value Analysis for Project Monitoring and Control is emphasized. For Software Project Management, the Waterfall Model and Agile Project Management are covered in detail.

从本节课中

Resource Scheduling and Risk Management

Activities in a project typically require the use of resources such as people, material, equipment and working capital. The schedule for the activities that we had calculated in the previous module assumes that adequate resources are available as and when required. However, in practice often adequate resources may not be available as required and the schedule may have to be modified. There are two types of problems when resource requirements are considered. One is the Resource Smoothing Problem and the other is the Resource Limitation problem. In the first one, i.e. the Resource Smoothing Problem, although the resources are available as and when required, we would want to find a schedule that “smoothes” the use of resources without delaying the project completion time. Critical Chain Project Management (CCPM) is the next topic dealt with in this module. CCPM has not gained universal acceptance although it is being used by some organizations with positive results. CCPM places a lot of emphasis on aggressive estimation of activity durations and provides for buffers to take care of some delays. With Risk Management, we first define what risk is and then discuss the risk management process including risk identification, risk assessment and various ways of reducing exposure to risk. Risk monitoring and control including change control process are also covered. Finally, the Program Evaluation and Review Technique (PERT) including a simulation approach to finding the distribution of the project completion time is covered as the last topic in this module. As in the previous modules, towards the end of this module, we present some practical aspects pertaining to the concepts covered. This again is done through a Q & A format with Mr. Prashun Dutta, Advisor - Gaiga Smart Cities

Resource Scheduling11:09

Critical Chain Project Management5:19

Risk Management15:30

Programme Evalution and Review Technique (PERT) and Simulation9:12

(Optional Learning) Interview with Prashun Dutta, Gaiga Smart Cities7:30

与讲师见面

M Rammohan Rao
Professor Emeritus
Operations Management

[MUSIC]

One of the reasons why projects get delayed is resources are not available.

Resources may be money, may be some equipment, people, and so on.

Or some material, and so on.

Do you keep some critical resources on call?

How exactly do they manage?

Is there a project office that manages the conflicts between different projects

and so on?

>> Yes, yes, the answer to both is yes.

I work for very large companies.

So, but despite- >> Large companies are the ones that will

have all these issues.

Small companies may not.

>> No no, small company may have resource issues,

large companies would have resources.

But despite that, there might be some specialized resource,

which you may not readily have.

>> Mm-hm.

>> So we used to have, we used to have the service provider, the person from whom we

have procured the software, the person from whom we have procured the hardware.

It was very clear that in any case,

in the case of any emergency, or even non-emergency.

We want, for instance, an evaluation of how this particular program is, for

instance Web systems.

The web systems, there are many.

Most companies have lots of web systems.

But the security is a major issue.

So when I started looking at the security, I realized that there are tremendous gaps,

because the people who are programming,

they haven't kept all the web applications security aspects in mind.

So we can't stop learning.

That, I can't expect somebody to while doing this,

also go through that effectively.

So I engage somebody else.

So we have have to.

But there are some five, six people who five,

six teams who may not be a part of your actual organization, who are,

with whom a desire to have a very close relationships with.

>> You mean, they will be from other companies?

>> Other companies, the delivery guys, the IT guyes, the hardware guys.

You know, development in your team sometimes what happens is you take another

project and you want five people.

But you suddenly realize that you need much more.

So where will you get the additional ten?

And you don't need to keep them, they don't need to become your employees.

So you can engage them from some other company.

So such resources, actuallyit is, and I'm sure it is true for every project.

I've seen it even in larger projects when you get people from

other companies to come and help you, or specialized skills if it is required.

People coming from outside and doing your testing and doing your evaluation.

So that definitely happens, large projects are really large projects.

>> So you find that resources are one big problem in project management.

Other thing is answering to risk management,

is there anything specific you take?

I mean some of the things we talk about is hedging, suppose you are worried about,

you are doing boards of material, or some equipment or whatever it is.

Cost in rupees may go up depending on what the exchange rate.

You can use some hedging, or you can work closely with the vendors if you

are a natural but the vendors sort to minimize the risk.

Or we talking about getting into consortium, like Airbus and so on.

Is there anything specific you have been involved in, in terms of risk management?

Or do you do simulations, prototypes, and other various thoughts on that?

But, in big projects, probably prototypes are not really there.

But, generally, I wanted to talk about risk management.

>> Risk management is something which is has to be recognized with.

So, no doubts about it.

Data power is extremely good at risk management.

Extremely good.

And as a part of that risk management system, I was definitely

involved with identifying possible risk cases and how to take care of them.

>> So you plan so that, now in this management,

one is I have sort of coming of what possible so

that you can plan ahead, rather than when it happens and takes you by surprise.

Another aspect is whether some of these risks you can identify well in advance

that it's likely to happen then you can take action.

But if suddenly you cannot identify, you know there's a risk but, it happens so

suddenly you're left to take whatever you plan to do.

But it's not the same thing as if you have known earlier you would have done it

slightly differently and so on.

>> True.

I think what we tend to do is we tend to identify these risks.

>> [CROSSTALK] >> Or small points of vulnerability.

In real physical quality, hardware failures, etc, etc.

And since we have it,

in data form, we have a very strong risk management department.

>> Separate department >> It is mine.

So there they have people who, you know, there is one person with IT background.

So he helped us with how we mitigated, and

you know how we say how will we deal with this, It's just begun.

So it's a full fledged process.

It's not something that can be glossed over.

Also, a key of risk management, governance.

See, you mentioned the word hedging.

Hedging is not something that I would look at.

Honestly, I would tell it to any guy, this is the requirement.

He will probably figure out.

>> He will build that.

>> But similarly, you know.

>> But you might get involved in a sense that it's a cost to you and

a part of your budget.

So he would sit with me.

He said here are the options.

I will go over them.

Which one would you like to take.

The discovery point would be his.

>> Yeah. >> But other things, for instance,

governance, suppose you design a system without adequate controls.

Now it is not that you are of malevolent intent.

It is just that you probably don't understand.

Now governance issues are now in software.

The GRC is a regular part of any of these, any of these.

So you can highlight those.

So risk management.

One is the risk associated with the project.

Risk associated with IT.

Another one is the risk because of design of processes,

because of the way transactions are being handled.

The risk to the organization.

So both have to be considered.

But risk is a very manufactural thing.

Security is a big, big issue for IT.

Big issue.

>> Do you get any kinds of simulations, or not really in these types of projects?

Big data project types.

>> No, not really.

Prototypes we have done,

but that is more to sort of demonstrate what is the power of the system.

>> I see. Not so much as part of the project.

More, before the project starts actually.

>> During the project.

We would say, this is how your inverse would look.

This is how the final reports would look.

Which may not be the actual, but he sees it and he says okay I like it.

[MUSIC]

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