Monitoring and Controlling of E-Housemaid

8/8/2019 Monitoring and Controlling of E-Housemaid

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ABHIJEET TALAPATRA 9301SAJAN KUMAR 9337ADELAIDE JOHNSON E07ANAND OSWAL 9359

PRITAM AGAWANE 9360

MONITORING AND CONTROLLINGRANON : THE E-HOUSE MAID



PREVIEW

ØPlanning, Control andMonitoring.

ØControl and Monitoring AspectsØBalance scorecard and ERPØPerformance monitoring of E-

housemaid through remoteSERVER

ØRisk , Issue and Change

Management



Project Monitoring & Control

The purpose of Project Monitoring andControl is to provide actions that canbe taken when the project’sperformance deviates significantlyfrom the plan.



:la n A d e ta iled p rop osa lo f sh ortan d .lon g te rm g oa ls Th is in clu d es

p erform an ce p a ram e te rs to

ensure that th e p lan is exe cu ted.accord in g ly



: ( )onitor picture of performance ,ongoing collecting recording and reporting of information related to

specified indicators to provide management with indicators of the

extent of progress and achievement with .regard to expected results

Monitoring allows for essential inputs for the .evaluation process



1 Monitor Project Planning ParametersMonitor the actual values of the project planningparameters against the project plan

2 Monitor CommitmentsMonitor commitments against those identified inthe project plan.

3 Monitor Project Risks

Monitor risks against those identified in the projectplan.4 Monitor Data Management

Monitor the management of project data.

Monitor Project Against Plan



5 Monitor Stakeholder InvolvementMonitor stakeholder involvement against the

project plan

6 Conduct Progress ReviewsPeriodically review the project’s progress,

performance and issues.7 Conduct Milestone Reviews

Review the accomplishments and results of theproject at selected project milestones.

Monitor Project Against Pl an



:ontrol

Uses data supplied by the monitoring process to bring actual performance into approximate

alignment with planned performance



Controlling and MonitoringAspects



Technology

• Design of Automated Robotic InternalSystem.

• Component Design.• Programming.• Machine and Chip design.

• Prototype testing and evaluation.• Energy and Equipment Management.• Component Fabrication and

Modularization.



Operations

• Real time maintenance of jobprogress status report

• Report available for scrutiny as soonas updated

• Linking of responsibilities of immediately preceding and

following activity to maintaincontinuity and quality of work.• ERP system to facilitate connectivity

throughout the organization•



Inbound/OutboundLogistics

• Inbound Material Handling.• Inbound Inspection.• Inbound Delivery.• Order Processing.• Order Scheduling Aspects.• Shipping and Distribution.• Information System.• Performance Parameters.



HR Aspects : Outsourced

• Entire Recruitment Process.• Organizational Structure.

• Training and Development.• Compensation and Benefits.• Appraisal Analysis.



Financial Aspects

• Financial Ratios Alarm• Budget control Alarms

• Alarm based monitoring• β value > 1• Working capital

• Zero Based Budgeting



Check on ScheduleProgramme

• Establishment of Company.• Commissioning of Plant.• Test run.

• Research and Development.• Ensure a narrow focus is maintained on the

original objective of the project to avoidoverruns of both schedule and budget.

• Ensure a Statement of Work (SOW) isaccompanied by a RFP or RFQ when work isbeing done by a vendor for a client.

• In case of scope of the project is changed, ensure

that the new budget and schedule baselines



CONTROLLING



Controlling ProjectChallenges Control and MonitoringDisconnected : ,ven expensive

edicat ed projec t ma na ge ment.ools are disconnected entit ies

t means a project manager must anually query task owners prior

o manual ly updating task

.omplet io n data

Connected : i th an Automated,ontrol Project system the plan

.s connected to the tasks For,xample Control knows when a

ocument is approved or a process. ,s completed When this occurs the

ontrol will automatically update he project plan with no manual.ntervention

oor Tracking : racking tasks

anually can be cumbersome and- .ime consuming Some tasks are ikely to fall through the cracks

i thout a proper tool for.onitor in g and e scal at io n

ut om at ic Tra ck in g : ur system

utomates tracking of tasks and onitoring of progress for a more.ff icient process Users can

reate dependencies for a more.ff ec ti ve w or kf lo w



Controlling ProcessChallenges Control and Monitoring

n ef fi cie nt S ys te m : -p ap er b as ed orms process can be plagued i th inefficiency caused by such

ssues as fil l ing out the wrong, ,orm misplaced forms having to end the form to one person at a,ime and sending the form to the

.rong person

f fi ci en t S ys te m : ’sers abili ty to ,aunch processes is r ights based educing the potent ial for.istakes Electronic tracking

ndicates where any task is within.proc ess Co nfigu ra ble wor kflows

utomate routing to appropriate

artic ipants and can escalate the .ask if t imelines are not met

oor Data Capture : ith paper,orms the onus lies with the

perator to input accurate and.omplete information on a form

ccurate Data Capture : anon can se a variety of field formats

long with field validation for ccurate and accelerated data

.ollection With the click of a,ouse a user can select from a

- .umber of pre configured options,or ease of administration these

-re configured options can be

tored central ly and used across.u lt ip le p ro ce ss es



Controlling DocumentsChallenges Control and Monitoring

n ef fi cie nt S ys te m : anual systems,re ineff icient requiring

-remendous man hours in terms of,outing documents obtaining

, - -pproval and signatures face to,ace meetings to discuss changes

nd search and retrieval of

ocuments during inspect ions and.udits

f fi ci ent S ys te m : ,centralized ecure repository makes search and

etrieval easy during inspect ions nd audits as also automating

, , ,outing delivery escalation and pproval of documents

o mp le x L if ec yc le s : roduct ocumentation usually has a

omplex l ifecycle with complicated.orkflows and routing Inflexible

ystems may force companies to use l ifecycle that does not model’ .heir own product s li fecycle

.n ha nc ed L if ec yc le s ontroll ing l lows for multiple li fecycle

,tatuses timed lifecycle,ovement and flexible approval

.ules We wil l be able to model he product lifecycle within the ystem and simplify routes and

.orkflows



Controlling DocumentsChallenges Control and Monitoring

a ck s Vis ib il it y : ’t s difficult o generate accurate and timely

eports and trends using disparate lectro ni c sprea dshe et s and

.lowchart ing tools Without a ,oheren t reporti ng s ys te m anagers are unable to get the big

icture of the quali ty management.ystem

n cr ea se s Vis ib il it y : ffective ontrol ling will provide advanced

nalytics and report ing,apabil it y i nc ludi ng cust om iz able

.eports and online chart ing,hrough the reports managers will-et a real t ime view of the

uality processes and can be more roactive about improving the

.uality s ystem



BOM for kitchen robot

Kitchen robot

memory

Internal cameraControl unit

Moving route memory Voice data memory

sensors

head

/ Wires cablesFibre part

Nuts\boltsarm chip RAM



BOM for moving robot



BOM for nursing robot



on ro ngMaterial (BOM)

Challenges Control and Monitoring-nefficient and Mistake prone

System : anaging BOMs with preadsheets is extremely tedious

.nd prone to error

,fficient Integrated System :, - -lexible easy to use Control ystem will control the multiple

terations of a BOM and enable sers to exchange BOM data with

.uppliers It will ensure that,l l departments have an accurate

pdated view of the revision evels of every component in their

.a rt icu la r configura tions

oor Supply Chain Communication :’hanges aren t communicated

hrough the supply chain rapidly,nough leading to the wrong

evision of a component being uilt or excessive scrapping and

.eworking of products

o nn ec te d P ro ce ss es : OM is made raceable and secure to provide

nstan taneous e lec tron ic.ommunication Being integrated

i th the document management, -ystem in process changes are

/eadily viewed by buyers planners nd costly mistakes can be

.voided All parties involved in he supply chain are accountable or act ions once changes are

roved and communicated

C t B O M t



Contro ng B O Mater a(BOM)

hallenges Control and Monitoring

e ffec tive Coll abora t ions :l l ab orating with co ntract

,nufacturers is inefficient s low.d costly Diff icul ties equently arise when allowing or

’st ri cting va rious s upplier s.cess to collaborations

f fect ive Col l abora tions :uthorized suppliers will be given

,estricted access to BOM allowing hem to make markups to design

i les and associated BOMs at any oint in the design process

.esignated by the user

n pr ed ic ta bl e C os ts : ost,t i ma tes are unpre di ctable

king it diff icult to keep i cin g c om pe ti ti ve

r ed ic ta bl e C os ts : hen unit costs,or each component are entered

t est imates the cost of the final-roduct and various sub

.ssemblies This allows users to ocus design changes on the most

xpensive components and work oward competi t ive pricing early

.n in the design phase



TOOLS

• Balance scorecard• Gantt chart• Expert judgment• Control Charts• Scatter Diagram



ERP





Right information to the right person : ,Behavioral Control Thus managing the

quality and amount of information available to avoid information overload is important Compulsory mail to superior

FEATURES



BALANCED SCORECARD





Performance monitoring of E-housemaid



-Remote monitoring through ROBOTSERVER:The Following Data will be sent by the

(robot sale agreement will specify as to what data the robot is permitted to send

):to the control department

Number and nature of task allottedNumber of task completedTime required to complete each taskIdle time of Robot (Customer response Customer will be

trained to appreciate or complain the’ .)robot s performance

, , ,Temperature Pressure Impact Humidity.conditions of Robots environment



Remote Monitoring through-ROBOT SERVER:

Errors encounteredAutomated report generation on basis

.:of data received eg work profile ofrobot

The program of Robot will be alterable from ServerSolutions to Errors discovered and

those reported by Robot will be,upgraded from remote location the same

will be informed to owner .



RISK MANAGEMENT ,ISSUE MANAGEMENT &CHANGE MANAGEMENT



IDENTIFY AND CLASSIFY RISKS



IDENTIFY AND CLASSIFY RISKS

TYPE OF RISKS



RISK

TYPE OF RISKS



TYPES OF RISKSIDENTIFIED

EXTERNAL RISKS



EXTERNAL RISKS GENERAL RISKS

• Political factors change• Priorities change on existing program• Inconsistent cost, time, scope, and quality

objectives• Local communities pose objections• Funding changes for fiscal year• Threat of lawsuits

• Landowners unwilling to sell• Govt. stability/Threat of war• New competitor



ENVIRONMENTAL RISK S

• Permits or agency actions delayed or takelonger than expected

• New information required for permits• Environmental regulations change

• Reviewing agency requires higher-level reviewthan assumed• Controversy on environmental grounds expected• Environmental analysis on new alignments is

required• Project does not conform to the state

implementation plan for air • quality at the program and plan level

RISK MANAGEMENT PLAN



RISK MANAGEMENT PLAN(EXTERNAL RISK)

Risk Severity

of risk

Likelihoo

d

Impact

level

Response

type

Person

responsible

Target

resolution date

Newcompetitor

MEDIUM MEDIUM B-GRADE

CONTROL

STEERINGCOMMITTEE & PMs

--------

NORTHKOREADECLAR EWAR

ONSOUTH

HIGH LOW E-GRADE

ACCEPT ALL

INTERNAL RISKS



TECHNICAL RISKS

• Design incomplete• Unexpected technical/software issues• Inaccurate assumptions on technical

issues in planning stage• Surveys late and/or surveys in error• Error in Materials selected• Structural designs incomplete or in error

• Need for design exceptions• Consultant design not up to Department

standards

• Change requests because of errors

INTERNAL RISKS



INTERNAL RISKS



INTERNAL RISKSPROJECT MGMT RISKS

• Project purpose, scope, schedule, objectives, cost, anddeliverables are not clearly defined or understood

• Too many projects

• Consultant or contractor delays

• Estimating and/or scheduling errors

• Unplanned work that must be accommodated

• Communication breakdown with project team

• Pressure to deliver project on an accelerated schedule

• Lack of coordination/communication

RISK MANAGEMENT PLAN



RISK MANAGEMENT PLAN(INTERNAL RISK)

Risk Severityof risk

Likelihood

Impactlevel

Responsetype

Personresponsible

TargetresolutiondateEstimating

and/or schedulingerrors

LOW LOW E-GRADE

CONTROL

PM,OPERATIO

NS

---------

Changerequestsbecause of errors

MED MED B-GRADE

PREVENT

STEERINGCOMMITTEE & PMs



FORMALREPORTS/DOCUMENTS

FORMAL REPORTS/DOCUMENTS



FORMAL REPORTS/DOCUMENTSRisk Register – contains the comprehensive risk listing for theproject. Continuously updated.

Work Performance Information – status of the scheduledactivities being performed to accomplish the project work . Oncein a month.

Performance Reports - Periodical project performance withrespect to cost, scope, schedule, resources, quality, and risk.Fort Ni report.

Status Meetings –provide a forum for team members to sharetheir experiences discuss progress and plans. Once in a month.

Risk Audits - examine and document the effectiveness of planned risk responses and their impacts on the scheduleand budget. Six monthly.





Variance and Trend Analysis - examines the difference

between the planned and the actual budget or identifyunacceptable risks to the schedule, budget, quality, or scope of the project. Bi monthly.

Technical Performance Measurement (TPM) - identifiesdeficiencies in meeting system requirements, provide earlywarning of technical problems, and monitor technical risks.

Bi monthly.

Reserve Analysis - makes a comparison of the contingencyreserves to the remaining amount of risk to ascertain if there is



ISSUE MANAGEMENT



ISSUE MANAGEMENT

• ISSUE - If it has a probability of happening is100% - in other words it will happen - it is an issue.

• An ISSUE is an obstacle that prevents a deliverable frombeing completed .

• ISSUE s are

– Resolvable

– Require a decision

• Issues Management is the process of identifying, analyzing,escalating, resolving and reporting project issues.

• This process enables project management to effectively address’

ISSUE LOG



ISSUE LOG

ID IssueTitle

IssueDescription

SubmittedBy

Date Status Priority

Impactedteams

Owner

Resolution

ResolutionDate

CHANGE MANAGEMENT



CHANGE MANAGEMENT

• Change management is concerned with theprocedures, processes and standards which are usedto manage changes to system requirements.

• The change management process involves:• A requirement problem is identified.

• The proposed changes are analyzed• The change is implemented, rejected or deferred• Requirements are amended

CHANGE MANAGEMENT PROCESS



CHANGE MANAGEMENT PROCESS



QUESTIONS ?



QUESTIONS ?



ALARM MANAGEMENT…

• Control is achieved by measurements against standards /corrections / deviations , if any, to ensure planattainment.

• On all Functional fronts quantified performanceparameters / norms / standards are identified so thatchecks can be effected.

• The Alarm System will be made applicable by putting inplace an appropriate accounting / information systemfacilitating real time information regardingoperations which deviate from pre-determinedresults and relate results to respective ResponsibilityCentre.

• The Alarm incorporated would be an inbuilt system andwill automatically activate as soon as any aspect shiftsfrom the designated / planned standards.

• The Alarm will be in the form of a prominent Pop-up or Blinking Signal in Red Colour as soon as the



…ALARM MANAGEMENT

• The Alert will remain in place till it is appropriatelyaddressed.

• The unaddressed Alarm would also alert theconcerned Corporate Division .

• Incase of unforeseen circumstances, the Corporatemay have to have a relook at the standards set or may have to Reallocate limits of Functional Head.

• For Eg. On Finanacialfunctions it is ensured that β

should not be > 1 or in Manufacturing where TQM /TPM is practised , Control Chart is followed toensure that limit switch will automatically come intoaction if standard quality is deviated > 3α .

•



THANK YOU

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