“ASSIGNMENT”

SUBMITTED BY:
M.Salman 2k20-che-23

SUBMITTED TO:
Dr. Sana Saeed

SECTION:
A

SUBJECT:
Industrial Management
 1. CCPM:
Aurora-CCPM was created because current Critical Chain solutions were not meeting the
needs of enterprises involved in the planning and implementation of complex, large-scale
production, turnaround, maintenance, and other activities. Aurora-CCPM has considerably
advanced the state-of-the-art in Theory of Constraints (ToC) Critical Chain Project
Management by expanding Dr. Eliyahu Goldratt's (Eli) theory to better manage big
(thousands) task projects, in addition to other general capabilities. TOCICO, the leading ToC
organization, has published many of the enhancements. Aurora-CCPM has considerably
advanced the state-of-the-art in Critical Chain Project Management by broadening the theory
to better manage big (thousand-task) projects, among other general capabilities. For example,
the original Critical Chain theory promoted scheduling (backward scheduling) for all
applications; however, this is not always practical or desirable. On a task-by-task basis,
Aurora-CCPM supports backward scheduling, forward scheduling, or both (mixed-mode).
CCPM increases transparency into how the organization's overall set of projects is
functioning during execution, and it gives global metrics to guide and incentivize all parties
to accomplish what is best for the organization as a whole.

Story of Success Boeing

Boeing uses Aurora-CCPM in the final assembly of the B787 Dreamliner. Aurora-CCPM
gives Boeing Critical Chain functionality that other Critical Chain software does not have.
The Critical Chain method of buffer management is used by Aurora-CCPM to prioritize
industrial production jobs by balancing resource capacity with manufacturing requirements
and restrictions. As a result, a dynamic assembly schedule is created that responds to real-
time production unpredictability and allows Boeing to carry out the plan as efficiently as
possible. Video of B787 manufacture and painting.

2. PRINCE 2:
PRINCE2 is a process-based project management system that will teach you the core skills
you need to be a successful project manager. It is an acronym that stands for PRojects IN
Controlled Environments and is utilized and recognized globally.
There are approximately 1 million certified PRINCE2 practitioners worldwide, and it is
widely recognized as the most widely used project management methodology.
PRINCE2 will teach you skills that will help you manage a project more successfully and
effectively. It will also help you advance in your profession; in many organizations, having
PRINCE2 is required to work as a project manager. In fact, 88% of project managers claimed
PRINCE2 helped them advance in their careers.
As a PRINCE2-compliant organization, your projects will benefit from the following:
 A unified and consistent approach
 A planned and organized beginning, middle, and end
 Reviewing progress against the plan on a regular basis
  Assurance that the project will continue to have a business case
Furthermore, the PMI's Pulse of the Profession survey from 2018 discovered that
organizations who invest in proven project management methods outperform those that do
not. According to AXELOS' 2019 Power of Professional Certification report, 97% of
decision-makers believe certification has a positive impact, resulting in increased
productivity and employee satisfaction.[2]

3. AGILE :
The term "agile software development" refers to a set of approaches and frameworks that
encourage adaptable planning, evolutionary development, and continuous delivery. Agile
teams prioritize working in short increments with frequent release cycles to produce value
faster rather than focusing on a final output the finished product.
The development of software is an adventure. It is also unpredictable, as are most adventures.
That is why agile philosophy emphasizes rapid iteration: solutions emerge naturally via cross-
functional collaboration among self-organizing teams. Customer satisfaction is on the way,
and their input will be considered throughout the development process.
Every firm will implement agile in its own unique way. Company culture, industry, and
functional discipline are all important considerations. Furthermore, some organizations
simply prefer one way over another. Scrum is frequently preferred by software developers,
for example. IT departments that manage large numbers of customer tickets or issues may
choose kanban.
However, agile principles are beneficial to various functional areas within an business.
Openness to change, collaborative trust, and customer-centric thinking are all concepts that
easily transfer to various sorts of work. Agile ideas may have been incorporated into content
marketing, project management, and product management.

Advantages of Using an Agile Approach

Agile is popular for a reason: it has the ability to benefit teams in a variety of ways. Here are
a few advantages that your team may reap from using an agile approach:
Transparency has been improved: Agile teams keep track of their progress. Backlogs, work
in progress, and status updates are all visually represented and accessible to teams throughout
the business. This leads to more knowledge sharing, alignment, and accountability.
Greater adaptability: Agile teams embrace change rather than dread it. An agile approach
fosters iterative thinking, breaking work into little bits, and tackling it in kind. Increased
adaptability means you can respond swiftly to changing market conditions and incorporate
client feedback early and frequently.

4. COMBAT:
Combat software is a term used to describe computer programs or applications that are meant
to aid in military or combat operations. These software solutions are designed to improve the
capabilities of military troops, vehicles, and equipment by offering tools for planning,
executing, and analyzing many facets of battle. The following are some essential components
and functionalities that are frequently linked with combat software:

Combat software frequently incorporates command and control systems, which enable
military commanders to make educated decisions by giving real-time information about the
battlefield. These systems aid in the management and coordination of troop, vehicle, and
asset movements.
Tactical Decision Support Systems: These systems help military leaders make strategic and
tactical decisions by assessing data from diverse sources such as surveillance,
reconnaissance, and intelligence reports. They may make recommendations and do
simulations to assist commanders in weighing various options.
Communication and Information Systems: Combat software enables secure and efficient
communication between military units and branches. To maintain coordination and situational
awareness, troops use encrypted messaging, data exchange, and information dissemination.

5. PMBOK :
PMBOK stands for Project Management Body of Knowledge, and it is a guide to standard
vocabulary and project management practices. The PMBOK Guide highlights good project
management techniques that are applicable to the majority of projects. It provides you with
the tools to determine which approach is appropriate for your case.
The Project Management Institute (PMI) created the PMBOK Guide. Over 100 people
contributed content, and the PMI received over 8,500 comments in order to create the sixth
edition of the PMBOK.Because of the high level of input from project managers and other
roles, the PMBOK Guide is consensus-based and has undergone significant study to
determine which practices work best for project managers.
The PMBOK Guide is widely used because it offers standards and procedures that apply to
all aspects of project management. While project managers might operate in a variety of
roles, projects, and sectors, the PMBOK attempts to compress a vast range of expertise into a
single acceptable reference. This Guide is also a popular book among those studying for the
Project Management Professional (PMP) or Certified Associate in Project Management
(CAPM) exams. PMI, the same organization that authors the PMBOK Guide, offers both of
these tests.

The first variation of the PMBOK Guide was created in 1996 and was based on a white paper
entitled, “Ethics, Standards, and Accreditation Committee Final Report”. Since then, the
PMBOK Guide has been updated every few years based on how project management
evolved.The PMBOK Guide, on the other hand, is more than just a valuable study tool. It is
an illustration of how project management has changed throughout time. The PMBOK often
avoids documenting new, trendy project management practices. Instead, it concentrates on
the fundamental concepts that have stood the test of time.
 6. SIX SIGMA:
Six Sigma is a process improvement methodology developed in the 1980s by a scientist at
Motorola. Six Sigma practitioners employ statistics, financial analysis, and project
management to improve business functioning and quality control by finding and addressing
flaws in existing processes. The DMAIC steps of the Six Sigma process are defined,
measuring, analyzing, improving, and controlling.

UNDERSTANDING SIGMA:
Six Sigma is predicated on the notion that all business operations can be measured and
optimized.Six Sigma developed in industry as a quality control method. Long-term defect
levels of less than 3.4 defects per million opportunities (DPMO) are considered Six Sigma
quality. Six Sigma has since expanded into a broader corporate concept focused on
addressing customer needs, increasing customer retention, and improving and maintaining
business products and services. One of its most prominent supporters was former General
Electric CEO Jack Welch.
Belt rankings in Six Sigma certification programs are similar to those in martial arts, ranging
from white belt to black belt.

Six Sigma's Five Steps

The Six Sigma method employs a step-by-step procedure known as DMAIC, which stands
for define, measure, analyze, improve, and control. Six Sigma advocates believe that by
following these five stages, a company can solve any apparently intractable problem:

Define
A team of individuals, lead by a Six Sigma specialist, selects a process to concentrate on and
outlines the problem to be solved.

Measure
The team assesses the process's initial performance, generating a benchmark, and identifies a
list of inputs that may be impeding performance.

Analyze
Analyze The team then examines the process by separating each input or likely cause of any
failures and testing it as the possible source of the problem.

Improve
From there, the team works to implement modifications that will increase system
performance.

Control
The group adds controls to the process to ensure it does not regress and become ineffective
once again.