June Exam Marking Guidelines Instead of offering a written case study the date will be given to students in advance

and the background to the story outlined Section A

The following represents a software project that is to be scheduled using DuPonts CPM (1957).
Time/Days ActivityImmediatepredecessoramb A81012 BA182234 CA142127 DA173042 EB314257 FC,D334053 GD,E334062 HF,G224053 Wherea=optimistic,b=pessimisticandm=mostlikely Thenormalandcrashdataforthissoftwareprojectareasfollows: ActivityNormalCrash Days NormalCrash Days ()()

A B C D E F G H

10 22 21 30 42 40 40 40

8 20 20 28 40 38 38 38

22000

24000

30000 32000 21000 45000 20000 30000 35000 30000 25000 56000 22000 34000 38000 38000

GeneralComments: Thetheoryquestionsarehighlydiscursiveinvitingarangeofresponses.Descriptiveaccountsthat reiteratetextbookmaterialswillgainlittlecredit.Studentsneedtodemonstratehowrelevant theorieshavedevelopedtheirunderstandingofrealworldproblems. Thequestionsaredesignedtotestknowledgeacquiredinthemodule.Theyaredesignedtoelicitan opinionontheparticulartopic,andinordertoprovideasatisfactoryanswerstudentswillhaveto: a)constructanargumentasananswertothequestion b)demonstrateappropriateknowledgeofthetopic c)useknowledgeofmodelsandresearchinthefieldasevidencetosupporttheirargument d)produceaconciseconclusionwhichmakestheirviewsclear. Thereareseldomrightorwronganswerstodiscursivequestionsbutthereareappropriate waysofinterpretingandapproachingthem.Inansweringquestions,studentsareexpectedtoshow acleargraspoftheoryandpractice,todemonstratereadingbeyondthecoretextandthestudy guidesandtobeabletocitetheseaptlywithintheirresponses Inadditionstudentsarerequiredtodemonstratetheirskillsinapplyingmodelstosolveproblems. TheorytopracticetransfershouldrelatetothecoreareaofOperationsManagementandnotto dependantdepartments.

 EachQuestioninSectionAisworth10marks
Criticalthinkingisexpectedinrelatingtheanswerstothecase,ieanswersthatdonotclearlyand usefullyrelatetothedatashouldbepenalised. Thissectionoffersstudentstheopportunitytoputtheirclassroomlearningintoanewcontext,and marksareawardedfordoingthatsuccessfully. Studentsshouldalsoberewardedforstatinganyassumptionsthattheyhavehadtomake. Makingreferencetotheoryorcomparingbetweenorganisationsshouldalsoberewarded Fail Doesnotrelatetothedatasetprovided Doesnotanswerthequestionset Cannotproduceanetworkdiagram Theanswerispurelydescriptivewithnoanalyticalelement Failstomakelinksbetweentheoryandpractice Unabletodemonstrateunderstandingofconceptsraised. Pass Canfacilitateananswerrelatingtothedataalthoughlimited Abletoanalyseonabasiclevel Answerthequestionsetandproposeordevelopsolutions. Giveabasicexplanationoftheeffectsofcontext(ordifferentviewpoints)onthequestionand answer. Includeanexampleofapracticalapplication,aswellastheory,whereappropriate. Relatetheconclusionstothearguments Merit Alltheabovewithastructuredapproach Evidenceofwiderreadingandanawarenessofappropriatereferences Answerthequestionsetandidentifybroaderissues.Proposeandcogentlyarguesolutions. Explaintheeffectsofcontextand/ordifferentstakeholders'viewpoints,asappropriate,onthe questionandanswer. Illustratetheanswerclearlywithappropriateexamplesofpracticalapplications,aswellastheory. Relatetheconclusionstocriticalarguments,coveringtheoryandpractice. Distinction Satisfyallcriteriaabove Bringalloftheelementsoftheanswertogetherintoacoherentandcriticalwhole. Showclearevidenceofinsightintothetopic.

Demonstrateanengagementwiththeliterature i) Draw a network diagram and identify the critical path using the most likely (m) data. Use the backward pass and forward pass to identify ES, EF, LS and LF.

ii) Explain the significance of your results

i)

&ii)Pass Networkshowingcriticalpath CPMbasedonassumptions.Explorationoftheseassumptionsandpracticalproblems Shouldhavefactoredin Merit Provideaccurateanswersidentifyingaboveplusleastcostanddiscussionofproject managementissues Appropriatelyreferenced Distinction Accuracyofanswers Conciseexplanationofresults Concisediscussionoforganisationalandtechnicalissuesdrawingonmodels(CMMand CMMI,SQFD) Appropriatelyreferenced

iii) Suggest how to address blocking and starvation to achieve on time delivery to deadlines
Pass

Topasscandidatesmustbeawareofbothconceptsandappreciatehowleansystems findandaddressbottlenecks Merit Thecandidatecanappreciatehowthelackoftransparencyinasystemcancreate unforeseenstarvationorblocking Abletoapplyleansystemsthinkingviamodelsbothmajor(BPR,JITandSixSigma)or minor(TQM,benchmarking)torecommendhowtonavigatebottlenecks Distinction Addressesissuesfromastrategiclevel Abletoengagewiththeliteratureandusesittosupporttheirargument Awareofcurrentdevelopmentsinthefield. Includes:KM,skilling,outsourcing,linesofcommunicationaspractical&immediate remediestobottlenecks Theorytopracticetransferiscompetent

iv) Drawing on relevant models, identify the main quality management difficulties that may arise in the development of an IT project

Pass Topasscandidatesneedtodemonstrateanunderstandingoftherelationshipbetween theconceptofindustryparadigmandoperationsstrategy. Discussionoffactorsencouragingknowledgeexchangetopromotequalityinthecontext ofsuitablemodel(egSECI) Awareoflightanddeepbenchmarkingandthedilemmaofblueoceanconceptsinthis areawithnogoldstandards Merit Awareofthenecessitytoredesignoperationsmanagementtocreateacustomer interfaceparticularlyforprototypingandtailoredprojects

Discussionofrelationshipbetweenqualityanddelivery AbletorefertomodelsandcurrentresearchbuildingonemergentQualityconceptsand processesincludingqualitycircles,TQMandCI Distinction Acriticalevaluationofprevailingtrendsinatechnologicallydrivenenvironmentcould alsoenhancethequalityofdiscussion Abletoengagewithandchallengetheliteratureavailableinrelationtobusiness application Appropriatereferences

Section B

AnswerAnyTwoQuestionseachquestionisworth30marks

Asthelargestquestions,significantcriticalthinkingshouldbeevidentintheanswers,withthe minimumofregurgitation.Therequiredexamplesmaybefromtheoryorpractice;evidenceof understandingisrequiredfromstudents'descriptionsoftheseexamples. Excellentanswersmayachieve24/25outof30

5. Kim and Maubourgne (2005) argue that dominant firms have challenged their respective industry paradigm to create more value and to raise product imitation barriers in a knowledge based economy. Identify the impact of an internal knowledge market on the process of Total Quality Management
Pass Topasscandidatesneedtodemonstrateanunderstandingoftherelationshipbetweentheconcept ofindustryparadigmandoperationsstrategy.Canshowhowinnovativefirmshaverestructured theirproduction,capacity,process,locationetctodelivermorevalue. Discussionoffactorsencouragingknowledgeexchangetopromotequalityinthecontextofsuitable model(egSECI) Awareofhowtofacilitateknowledgesharingstructures Merit Moresophisticateddiscussiononbothbarrierstoentryaswellasimitation. DiscussionofrelationshipbetweenTQMandinternalknowledgemarketsperhapsincorporating LowellBryans(2006)analysisandthedynamicbetweeninternalknowledgemarketsandKWsor DeSouza&Awazu(2003)empiricalanalysishighlightingthepotentialofIKMasintegratorsofsocial andtechnologicalapproaches. Distinction CanappreciatetheargumentsofBrydon&Vining2006aroundwhenIKMsfail Abletoappreciatetheroleofdiagnostics&CI Acriticalevaluationtypesofbarrier&imitationdemonstratingappreciationoftheirimpactonOps Manfunction Othermodelsandconceptsrelevanttodiscussionthreadedintoargumentandrelevancejustified Analysisofsystemsinatechnologicallydrivenenvironmentcouldalsoenhancethequalityof discussion. Abletohandlethejournaldebatecompetentlybyengagingandcritiquingmodelscurrentlyonoffer Referencesmayincludebutarenotlimitedto:

(30 Marks)

Brydon,M&Vining,A.(2006)Understanding the failure of internal knowledge markets: A framework for diagnosis and improvement. Information & Management, 43(8), pp. 964-974 Bryan,L.(2006)DoweneedInternalKnowledgeMarkets?MontagueIntstituteReview.Societyof KnoweldgeBasedPublishers DeSouza,K.&Awazu,Y.(2003)Knowledge management. HR Magazine, 48(11), 107-112.

Johnson, G., Scholes, K., Whittington, R., (2005) Exploring Corporate Strategy: Text and Cases, 6th edn, Financial Times: Prentice Hall Kim. C. & Maubourgne, R. (2005) The Blue Ocean Strategy Harvard Business School Press USA
JournalofTotalQualityManagement

Swartz, N. (2003) The ''wonder years'' of knowledge management: just because the words are not being used as often does not mean that knowledge management has faded away--it has simply matured a bit. Information Management Journal Vol. 6
ITM--0199--0199-

6 With reference to lean Supply Chain Management explain its contribution to an organisations bottom line success. Your answer should include both business case examples and relevant references from the field to illustrate the models chosen. (30 Marks)
Fail DoesnotappreciatethecontributionofsuccessfulleanSCM Unabletoprovidemodelorreferencedsupportforpointsmade Commentsgeneralandnotrelatedtothemodularspecificlearning Pass AbletoofferadefinitionofSCMinrelationtothebottomline Canciteleanmodelsincluding:BPR,JITandSixSigma Abletoidentifyareasofimpactincluding Buyers,Merchandisers,Shipping,Finance,Distribution&CustomerInterface Awareoftheroleofdifferentstakeholders Awareoftheneedtobecompetitivebutdetailmaynotbeveryclearatthislevel Keyreferencesofferedbutmaynotintegratethemwellintotheargument Merit Alloftheabove Competitiveandefficiencyadvantagesdrawnoutandreferenced Awareoftheroleofthesupplierandadvantagesofdevelopingsupplierrelationship

CananalyseandoutlineCRMadvantages BusinessSpecificapproachanalysis Differentiatebetweensomedetail&cleardetail Solutionsjustified&businessrelevant Referencesusedtoillustrateandnotjusttoexplain Distinction Developmentsshouldbeinpartnershipwiththesuppliersanddistributers Futureareas&astrategicapproachemphasised Betterstudentswillincludethese;volumechange,product&servicemix,promotions,information &errors. Willbeabletocommentonthecurrenteconomicdownturnanditsimpactonbottomline&the needtocreateefficiencyateverystageofsupplychain Referencesmayincludebutarenotlimitedto: DAvanzo,R.L.,Starr,C.E.&VonLewinski,H.(2004)SupplyChainandtheBottomLine:Acriticallink. OutlookJournal Holweg,M.andPil,F.K.(2004)Thesecondcentury:reconnectingcustomerandvaluechainthrough buildtoorder:movingbeyondmassandleanproductionintheautoindustry.Cambridge,Mass.:The MITPress Slack,N.,Chambers,S.andJohnston,R.(2004)OperationsManagement,4thEdition,Pearson Education. Waller,D.(2002)OperationsManagement:ASupplyChainApproach,2ndEn,InternationalThompson 7Critically evaluate two major change models for an emerging organisation, and suggest how their success might be maintained (30 marks)

Fail UnabletoidentifytwomajorchangemodelsegBPR,JITorSixSigma Cannotapplythesetoaneworganisationsissues Unabletoidentifyincrementalchangewhichsupportstheirongoingsuccess:TQMCRMand benchmarking(internal&external:deep) Pass Abletoidentifymodelsandtooutlinetheirapplicationinalimitedway Referencesusedmayrelatetothemodelsonlyanddonotextendtoresearch Capableofsuggestinghowsuccesscouldbemaintainedbutidentifiesratherthanexpandsonit Littleinnovativeanalysisbutkeyconceptsunderstoodandreferenced Someevidenceofwiderreading Merit

Alltheabovewithspecificsonhowtomaintainandaugmentsuccessesgained Modelapplicationiswellscopedandunderstood Awareoftheresearchdebateintheliterature Cangivebusinesscaseillustrationsforpointsmade Distinction Alltheabovewithamorestrategicapproach Engageswiththeliterature challengesmodelssuitabilityandfit abletorelatetothecurrentclimate evidenceofwiderreadingandunderstandingofconceptsbeyondthetextbook Referencesmayincludebutarenotlimitedto: Bicheno,J.&Catherwood,P.,(2005)SixSigmaandtheQualityToolboxISBN0954124421Web pagepicsiebook@btinternet.com Brown,S.,Bessant,J.,Jones,P&Lamming,R.,(2005)StrategicOperationsManagement. ButterworthHeinemann. Champy,J.(2002),XEngineeringtheCorporation,Hodder&Stoughton. JournalofOperationsManagement JournaloftheOperationalResearchSociety MITSloanManagementReview

8 If I could have started again I would have started with the people instead of the systems Hammer (1996) Critically analyse this statement with a view to implementing any major operational change. Your answer should address stakeholders roles and the value of their contribution to major change for the business that adopts them. All answers should be referenced and supported with business examples (30 marks)
Fail Unawareoftheroleofstakeholdersinmajorchangeandcannotidentifyneedsorengagement FailstorecognizeHammer&BPRlink Noreferences Pass Awareofthekeyroleofstakeholders Canidentifyvaluablecontributions Abletocitereferencesbutmaynotengagefullywiththeresearchdebate Capableofidentifyingthevalueofmajorchange Maybeawareofsomehighprofileorganizationalchangesanddisruption

NoneedtofocusonBPRasanymajorchangemodelsimpactwillsuffice Merit Alltheabovebutabletoengagewiththeliteraturetomakevalidpoints Capableofcitingbusinessexamplesofwherestakeholderswereinstrumentalinsupportingor confoundingtheimplementationofchangemodels FamiliarwiththeBPRandengineeringapproachofmanychangemodels Abletocreateapersuasive,wellreferencedargument Distinction Alltheabovebutanawarenessofinclusionandthechangesinlegislationencouragingparticipation Abletoapplyconcepttocurrenteconomicclimate Cantransfermodelsfromtheorytopracticeandcommentontheirimpactandimplications

Referencesmayincludebutarenotlimitedto: Brown, I. (2006) Intelligent Integrated Operations Management GEO 2006 Middle East Conference and Exhibition; 27-29 March, 2006; Manama, Bahrain Delmas, M. (2001) Stakeholders and Competitive Advantage: The Case of ISO 14001. Production & Operations Management. Vol 10. No3 Pp 343-358 Gupta, S. Verma, R, Victorino, L . (2006) Trends and Future Research Directions: Empirical Research Published in Production and Operations Management (19922005): Trends and Future Research Directions Production and Operations Management Vol. 15 No. 3 Pps 432-448 Hammer, M. & Champy, J. (1993) Reengineering the Corporation: A manifesto for Business Revolution. Malholtra, MK and Sharma S (2002) Journal of Operations Management, Prentice-Hall International Limited Ponzi, L. & Koenig, M. (2002) Knowledge management: another management fad?Information Research, Vol. 8 No. 1,