Course Code Course Name Category L T P Credit

20MBA271 SUPPLY CHAIN MANAGEMENT Elective 3 0 0 3

Preamble: The course on Supply Chain Management helps the students to comprehend the
concepts of supply chain with reference to the recent trends. The course equips students to
apply the concept of strategic fit, delineate the supply chain drivers and the supply chain
metrics, appraise supply chain network decisions, analyse the impact of uncertainty in supply
chain and decipher the importance of demand and supply planning in supply chain with
reference to the global and Indian context.

Prerequisite: NIL

Course Outcomes: After the completion of the course the student will be able to:

CO 1 Evaluate the importance of Supply Chain Strategic Framework.

CO 2 Analyse the Supply Chain Network Decisions.
CO 3 Appraise the significance of planning demand and supply in Supply Chain.
CO 4 Explain the impact of uncertainty in a Supply Chain.
CO 5 Evaluate the impact of Transportation, Sourcing and Pricing Decisions in Supply
Chain Success.

Mapping of course outcomes with program outcomes

PO 1 PO 2 PO 3 PO 4 PO 5
CO 1 3 3 2 2 2
CO 2 3 3 2 3 2
CO 3 3 3 3 3 3
CO 4 3 3 3 3 2
CO 5 3 3 2 3 2

Assessment Pattern

Continuous Assessment Tests

End Semester Examination
Bloom’s Category (in %)
(in marks)
1 2
Remember 20 20 10
Understand 40 40 30
Apply 40 40
20
Analyze
Evaluate Can be done through Assignments/ Seminars/Mini Projects
Create Can be done through Assignments/ Seminars/Mini Projects

211
Mark distribution

Total Marks CIE ESE ESE Duration

100 40 60 3 hours

Continuous Internal Evaluation Pattern:

Attendance : 4 marks
Continuous Assessment Test (2 numbers) : 16 marks
Assignment/Quiz/Course project : 10 marks
Seminar and Discussion : 10 marks

End Semester Examination Pattern:

There will be three parts; Part A, Part B and part C. Part A contains 5 questions (one question
each from each module) of 2 marks each (Students should answer all questions). Part B
contains 5 questions (one question each from each module) of 10 marks each (Students have
the choice of answering any three questions). Part C contains a compulsory question (can
have sub-divisions) of 20 marks (from any of the modules or combination) may be in
application-level or case study.

212
 Model Question paper
APJ ABDUL KALAM TECHNOLOGICAL UNIVERSITY
THIRD SEMESTER MBA DEGREE EXAMINATION
20MBA271- SUPPLY CHAIN MANAGEMENT

Max. Marks: 60 Duration: 3 Hours

PART A
Answer all questions. Each question carries 2 marks.

1. List out the drivers of supply chain management

2. State the factors influencing decisions regarding network design.
3. Interpret the term ‘Bull whip effect’.
4. State the role of cycle inventory in a supply chain.
5. State the relevance of fourth party logistics.
(5x2 marks = 10 marks)

PART B
Answer any three questions. Each question carries 10 marks

6. Discuss the goal of a supply chain and explain how supply chain decisions affect the
success of a firm.
7. Interpret the term Global Supply Chain. Demonstrate how you will implement global
supply chain decisions in the post Covid Indian Scenario.
8. Demonstrate the role forecasting plays in the supply chain of a build-to-order
manufacturer like Dell.
9. Why is it important to consider uncertainty while evaluating supply chain design
decision? Explain.
10. Compare the different transportation network design options in supply chain.
(3x10 marks = 30 marks)

PART C
Compulsory question. This question carries 20 marks

11. Critically examine how supply chain flows affect the success or failure of a firm like
Flipkart? Recommend some supply chain decisions that have a significant impact on
the supply chain Profitability.
(1x20 marks = 20 marks)

213
 Syllabus
Supply chain strategic framework– Concept of Supply Chain, Objectives and
Importance of Supply Chain, Supply Chain Process, Supply Chain Decisions,
Competitive and Supply Chain Strategies, Achieving Strategic Fit, Expanding
Module 1
Strategic Scope, Obstacles to achieving strategic Fit, Achieving and Maintaining
Strategic Fit in the current Indian Scenario, Supply Chain Drivers and Metrics.

Designing the supply chain network - Role of Distribution in the Supply

Chain, Factors influencing Distribution Network Design Decisions, Design
Options for a Distribution Network, Distribution Decisions in Indian FMCG
Sector. Network Design – Components of Network Design, Factors affecting
Module 2 Network Design Decisions, Impact of Uncertainty on Network Design, Global
Supply Chain – Making Global Supply Chain Design Decisions with reference
to Indian Scenario.

Planning demand and supply in a supply chain – Role of Forecasting in a

Supply Chain, Characteristics of a Forecast, Forecasting Methods, Role of
Aggregate Planning in Supply Chain, Aggregate Planning Problem, Aggregate
Module 3 Planning Strategies, Managing Supply and Demand, Predictive Variability in
Practice, Lack of Supply Chain Coordination and Bull Whip Effect, Obstacles to
Supply Chain Coordination, Managerial levers to achieve coordination.

Planning and managing uncertainty in supply chain – Role of Cycle

Inventory in a Supply Chain, Cycle Inventory Optimisation with reference to
Indian Distribution Channels, Role of safety Inventory in a Supply Chain,
Impact of Supply Chain Uncertainty on Safety Inventory, Impact of Aggregation
Module 4 on Safety Inventory, Impact of Replenishment Policies on Safety Inventory,
Managing Uncertainty in Supply Chain through Postponement, Role of IT in
Inventory Management, Supply Chain IT Framework and Transaction
Management Foundation.

Designing and planning transportation, sourcing and pricing decisions in a

supply chain - Role of Transportation in Supply Chain, Modes of
Transportation and their performance characteristics, Transportation Network
Module 5 Design Options in Supply Chain, Transportation Decisions in Practice. Role of
Sourcing in Supply Chain, In-house or Outsource, 3PL and 4PL, Pricing and
Revenue Management in a Supply Chain.

Text Book

214
 1. Sunil Chopra, Peter Meindl, Kalra D.V. (2018). Supply Chain Management: Strategy,
Planning and Operation (7th edition). Pearson Education Ltd.
2. Donald J. Bowersox, David J Closs, Bixby Cooper M. (2014). Supply Chain Logistics
Management. McGraw Hill Education.
3. Nada R. Sanders (2013). Supply Chain Management: A Global Perspective. John
Wiley & Sons.
References and Suggested Readings

1. Sahay B.S. (2012). Supply Chain Management for Global Competitiveness.

MacMillan India Ltd.
2. David N Burt, Donald W. Dobler, Stephen L Starling (2012). World Class Supply
Chain Management: The Key to Supply Chain Management. McGraw Hill Education.
3. Sople V.V. (2013). Logistics Management: Supply Chain Imperative. Pearson
Education.
4. Alan. E. Branch (2008). Global Supply Chain Management and International
Logistics. Routledge.

Course Contents and Lecture Schedule

No. of
No Topic
Lectures
1 Introduction to supply chain
1.1 Enumerate the objectives and concepts of Supply Chain 2 Hours
1.2 Interpret the fundamental concepts in Strategic fit 2 Hours
1.3 Compare Supply Chain Drivers and Impact on Supply Chain 2 Hours
Performance
2 Designing the supply chain network
2.1 Illustrate the Distribution Network Design Options 3 Hours
2.2 Factors affecting Network Design 2 Hours
2.3 Compare and contrast the Domestic and Global Supply Chain 2 Hours
3 Planning demand and supply in a supply chain
3.1 Enumerate the forecasting methods 3 Hours
3.2 Describe the Aggregate Planning Problem and Strategies. 3 Hours
3.3 Demonstrate the effects of Lack of Supply chain coordination. 2 Hours
4 Planning and managing uncertainty in supply chain
4.1 Relate the Cycle Inventory Optimisation in Indian Distribution 3 Hours
Channels
4.2 Appraise the Impact of Uncertainty on Safety Inventory. 3 Hours
4.3 Appraise the IT Supply Chain framework and TMF 2 Hours
5 Designing & planning transportation, sourcing and pricing decisions in a SC
5.1 List down the various Transportation Network Design Options 3 Hours

215
5.2 Describe the Sourcing Strategies 2Hours
5.3 Appraise the Pricing and Revenue Management in a Supply Chain. 2 Hours
Total 36 Hours

216
Course Code Course Name Category L T P Credit
FACILITIES & LOCATION
20MBA273 Elective 3 0 0 3
MANAGEMENT

Preamble: The objective of this course is to develop an in-depth understanding of product,

process and schedule design as well as facilities location, layout design and material
handling. The course is expected to provide a balanced exposure in facility management,
layout design and material handling. After successful completion of the course, the students
will be able to define and analyse product, process and schedule design interactions by
studying the functions involved in the product development cycle.
Prerequisite: NIL
Course Outcomes: After the completion of the course the student will be able to:

CO 1 Identify the elements of facility management and various transformation processes

CO 2 Design and improve existing and new layouts

CO 3 Understand techniques of location and facility planning

CO 4 Explore technology enabled designs and facility layouts

CO 5 Understand basics of maintenance and safety measures in industry

Mapping of course outcomes with program outcomes

PO 1 PO 2 PO 3 PO 4 PO 5
CO 1 3 2 2 1 1
CO 2 3 2 2 2 1
CO 3 3 2 2 1 1
CO 4 3 2 2 1 2
CO 5 3 2 2 1 1

Assessment Pattern

Continuous Assessment Tests

End Semester Examination
Bloom’s Category (in %)
(in marks)
1 2
Remember 20 20 10
Understand 40 40 30
Apply 40 40
20
Analyze
Evaluate Can be done through Assignments/ Seminars/Mini Projects
Create Can be done through Assignments/ Seminars/Mini Projects

217
Mark distribution

Total Marks CIE ESE ESE Duration

100 40 60 3 hours

Continuous Internal Evaluation Pattern:

Attendance : 4 marks
Continuous Assessment Test (2 numbers) : 16 marks
Assignment/Quiz/Course project : 10 marks
Seminar and Discussion : 10 marks

End Semester Examination Pattern:

There will be three parts; Part A, Part B and part C. Part A contains 5 questions (one question
each from each module) of 2 marks each (Students should answer all questions). Part B
contains 5 questions (one question each from each module) of 10 marks each (Students have
the choice of answering any three questions). Part C contains a compulsory question (can
have sub-divisions) of 20 marks (from any of the modules or combination) may be in
application-level or case study.

218
 Model Question paper
APJ ABDUL KALAM TECHNOLOGICAL UNIVERSITY
THIRD SEMESTER MBA DEGREE EXAMINATION
20MBA273 - FACILITIES & LOCATION MANAGEMENT

Max. Marks: 60 Duration: 3 Hours

PART A
Answer all questions. Each question carries 2 marks.

1. Interpret the term ‘lifecycle analysis’ with respect to facility management.

2. Define the term ‘business transformation’.
3. Elucidate ‘office 2.0’.
4. Define ‘facility audit’.
5. What is an ‘energy flow diagram’?
(5x2 marks = 10 marks)

PART B
Answer any three questions. Each question carries 10 marks

6. Evaluate the factors influencing the location of warehouses.

7. Why is designing a proper layout for a new or existing facility is important? Compare
the different types of facility layout.
8. Explain the term ‘facility condition assessment’. “FCAs are an important tool to help
support sustainable decisions.” Justify the statement.
9. “Smart buildings have increased the productivity of the facility staff, supported
sustainability efforts and enhanced decision-making across the organization”.
Critically evaluate the statement.
10. What is energy audit? What are the different types of energy audit?
(3x10 marks = 30 marks)
PART C
Compulsory question. This question carries 20 marks

11. The hospitals in Maharashtra had been flooded with Covid patients in the second
wave of the novel pandemic. To help contain the spread of COVID-19 and to treat the
large number of patients, the Government of Maharashtra wanted to set up temporary
facilities including trains to treat Covid patients. If you are appointed as a facility
consultant, how will you help the government in setting up the facilities?
(1x20 marks = 20 marks)

219
 Syllabus
Facilities Manage ment: Principles and Theories, Organisational Models,
Different Types of Facilities Layout– Product, Process, Benchmarking,
Maturing, Survey Facilities and Asset Management, Facilities Asset
Module 1
Management, Life Cycle Analysis, different types of facilities–Product,
Process, combination, fixed and cellular layouts. Production facilities location
decisions factors; warehouse location decision methods.
Business Transformation and Facilities Manage ment: Changing
Environment, Business Transformation process, Three Key Issues of Facilities
Management Transformation, Three Obstacles of Facilities Management
Module 2 Transformation, comparison of layouts and the factors affecting the layout
decisions.

Facilities Condition Assessment: Facilities Audit, Technology for Capital

Planning, Alternative Work Places, Rethinking Office 2.0, Business Centres,
Changing Political and Economic Boundaries, Changing Technology,
Changing Social and Environmental Awareness, Sustainable Designs-
Module 3 Occupant Health and Comfort, warehousing and employee services– office
layout techniques and space requirements, environmental aspects like lighting,
ventilation, dust control, humidity.

Smart and Intelligent Buildings: Smart Building – Beyond Technology,

Network and Central Management Systems, Smart Interior Systems, Smart
HVAC Systems, Smart Lighting System, Lighting Ergonomics, Interior
Lighting, Exterior Lighting, Lighting Analysis, Space Management, Energy in
Module 4 building design – Energy efficient and environment friendly building –
Thermal phenomena – thermal comfort–Indoor Air quality–Climate, sun and
Solar radiation, Psychometrics – passive heating and cooling systems.

Energy Manage ment & Industrial Safety: Energy management, Energy

audit – Types of Energy audit – Analysis of results – Energy flow diagram –
Energy Consumption, Unit Production – Identification of wastage Priority of
Module 5 conservative measures, Maintenance of energy management programme,
Hazards and Health Standards, NIOSH Guidelines. Stress & Preventions,
Pollution and Environmental Consideration, Occupational Safety.

Text Book
1. Tomkins J. A., White J. A., Bozer Y. A. and Tanchoco J., (2013). Facilities Planning,
N J: John Wiley & Sons.
2. McGinnis F., Richard L. Francis and White, J.A., (2015). Facilities Layout and
Location: An Analytical Approach, Pearson Education.
3. Agarwal G. K., (2008). Plant Layout and Material Handling, Jain Brothers.
References and Suggested Readings
1. Stevenson W. J., (2015). Operations Management, McGraw Hill Education India
Private Limited.
2. Fred E. Meyers and Matthew P. Stephens, (2013). Manufacturing Facilities
Design and Material Handling, Purdue University Press.
3. Eric Tiecholz, (2001). Facility Design and Management Handbook, McGraw-
Hill Professional.

220
 Course Contents and Lecture Schedule
No Topic No. of Lectures
1 Facilities Management
1.1 Different Types of Facilities Layout 3 Hours
1.2 Different types of facilities 3 Hours
1.3 Location decisions factors 2 Hours
2 Business Transformation and Facilities Management
2.1 Business Transformation process 3 Hours
2.2 Key Issues of Facilities Management 2 Hours
2.3 Obstacles of Facilities Management 2 Hours
3 Facilities Condition Assessment
3.1 Facilities Audit 3 Hours
3.2 Rethinking Office2.0 2 Hours
3.3 Office layout techniques 2 Hours
4 Smart and Intelligent Buildings
4.1 Smart Building 2Hours
4.2 Smart HVAC Systems 2 Hours
4.3 Thermal phenomena 3 Hours
5 Energy Manage ment & Industrial Safety
5.1 Energy audit 3 Hours
5.2 Maintenance of energy management programme 2 Hours
5.3 Stress & Preventions 2 Hours

Total 36 Hours

221
Course Code Course Name Category L T P Credit
20MBA275 QUALITY MANAGEMENT Elective 3 0 0 3

Preamble: This course deals with primary tools and methods used to monitor and control
quality in organizations and the ways in which quality can be improved. It comprises of
historical development of quality management, the seven basic tools for quality improvement,
and management strategies for implementing world class quality improvement strategies.
Emphasis is also given to control chart analysis and process capability study. On successful
completion of the course, the student should be able to identify concepts of quality
management and improvement. It is aimed at developing abilities to apply tools and
techniques of Total Quality Improvement including, statistical process control, control charts
and quality function deployment techniques. It also builds the ability to utilize data gathering
and analysis tools in process control and six sigma, benchmark organizations in Quality
Management and helps understand the ethical issues in quality of services and products.

Prerequisite: NIL

Course Outcomes: After the completion of the course the student will be able to:

Correlate various concepts of quality management and its improvement in

CO 1
organizations.
Examine primary tools and methods used to monitor and control quality in
CO 2
organizations.
Develop abilities to apply tools and techniques of Total Quality Management for
CO 3
data gathering and its analysis.
Manage application of analysis tools in process control and six sigma in quality
CO 4
management.
CO 5 Appraise the ethical issues if quality in products and services.

Mapping of course outcomes with program outcomes

PO 1 PO 2 PO 3 PO 4 PO 5
CO 1 3 2 2 2 2
CO 2 3 3 2 2 2
CO 3 3 3 2 2 3
CO 4 3 3 2 2 3
CO 5 1 1 3 3 2

222
Assessment Pattern

Continuous Assessment Tests

End Semester Examination
Bloom’s Category (in %)
(in marks)
1 2
Remember 20 20 10
Understand 40 40 30
Apply 40 40
20
Analyze
Evaluate Can be done through Assignments/ Seminars/Mini Projects
Create Can be done through Assignments/ Seminars/Mini Projects

Mark distribution

Total Marks CIE ESE ESE Duration

100 40 60 3 hours

Continuous Internal Evaluation Pattern:

Attendance : 4 marks
Continuous Assessment Test (2 numbers) : 16 marks
Assignment/Quiz/Course project : 10 marks
Seminar and Discussion : 10 marks

End Semester Examination Pattern:

There will be three parts; Part A, Part B and part C. Part A contains 5 questions (one question
each from each module) of 2 marks each (Students should answer all questions). Part B
contains 5 questions (one question each from each module) of 10 marks each (Students have
the choice of answering any three questions). Part C contains a compulsory question (can
have sub-divisions) of 20 marks (from any of the modules or combination) may be in
application-level or case study.

223
 Model Question paper
APJ ABDUL KALAM TECHNOLOGICAL UNIVERSITY
THIRD SEMESTER MBA DEGREE EXAMINATION
20MBA275 - QUALITY MANAGEMENT
Max. Marks: 60 Duration: 3 Hours
PART A
Answer all questions. Each question carries 2 marks.

1. Elucidate the term ‘FMEA’.

2. State the functional significance of Cause-and-Effect diagram.
3. Define acceptance sampling.
4. Interpret the term ‘root cause analysis’.
5. Define ISO 9001. State the current version of the ISO 9001 standard.
(5x2 marks = 10 marks)

PART B
Answer any three questions. Each question carries 10 marks

6. Distinguish between customer satisfaction and customer perception of quality.

7. Discuss about ‘Process Decision Program Chart’. Bring out when an organisation will
use a PDPC and also describe the procedure of PDPC.
8. Identify the role of Benchmarking in Quality Management? Explain various
approaches used for Benchmarking?
9. Justify how six sigma can be used for continuous quality improvement in service
sector.
10. Develop a process for conducting quality audit in a hospital.
(3x10 marks = 30 marks)

PART C
Compulsory question. This question carries 20 marks

11. You are appointed as the new manager for Quality Development in a premier PC and
Laptop manufacturing Co at Chennai. Your CEO has recently Instructed you to
submit a report on enabling, establishing and conducting innovative Quality Circle
(QC) programs in your firm. As required, submit a comprehensive Action Plan Report
on QC suggesting at least two ideal QC programs for your firm, duly highlighting the
nature of the problems, QC Teams design, scouting for right solutions and
implementation steps. Relevant data, if necessary, can be assumed.
(1x20 marks = 20 marks)

224
 Syllabus

Quality: Total quality, Rationale for total quality, key elements of total quality,
quality circles, quality gurus. Concept of Costs of Quality, TQM strategies,
Module 1
Customer satisfaction, Employees participation- Quality function deployment,
Failure mode Effect Analysis.

Quality Tools: Check Sheet, Histogram, Pareto Chart, Cause and Effect
diagram, Scatter diagram, Control chart, Graph, Affinity diagram, Tree diagram,
Module 2
Matrix diagram, Process decision program chart, Arrow diagram, Kaize n
practice.

Acceptance Sampling and Bench Marking: Single sampling, double sampling

plans, Process capability studies, Benchmarking, Rationale of benchmarking,
Module 3
Approach and process, Prerequisites of benchmarking, Benefits of
benchmarking, Obstacles to successful benchmarking, perpetual benchmarking.

Six Sigma: Origin, Goals of six Sigma, Root cause Analysis, need for six sigma,
levels of sigma, Role of Six Sigma green belts, Black belts, Master black belts,
Champions in Six sigma implementation ,cost of quality at various levels of
Module 4 sigma, Competitive level- concept of world class, Six Sigma Methodology-
DMAIC Approach, SIPOC concept, Voice of Customer, Calculation of DPMO
and sigma, concept of sigma rating, Six sigma in Service sector- Successful
implementation of six sigma in global companies
Quality Systems: Quality management principles, ISO 9001, ISO 14000, Future
Module 5 of quality system audit, Audit objectives, types of quality audit, Quality Auditor,
Audit performance

Text Book

1. David L. Goetsch and Stanley B. Davis. (2015). Quality Management for

Organizational Excellence: Introduction to Total Quality, (7th Edn.) Pearson
Education, Inc.
2. Eugene Grant, (2005). Statistical Quality Control, McGraw-Hill.
3. Juran, J. M. & Gryna, F.M., (1993). Quality Planning and Analysis, McGraw-Hill.
4. Joel E. Ross, Susan Perry (1999). Total Quality Management: Text, Cases, and
Readings, Third Edition, CRC Press.
5. Charantimath, P.M., (2011). Total Quality Management, Pearson Education.

References and Suggested Readings

1. Crosby Philip B., (1979) Quality Is Free, (4th edn.) McGraw-Hill Books, NY.
2. Subburaj Rama Swamy, (2011). Total Quality Management, Tata McGraw-Hill, New
Delhi.
3. Juran Joseph M., (1995), A History of Managing for Quality: The Evolution,
Trends, And Future Directions of Managing for Quality, ASQC/Quality Press.
4. Gupta N. S. & Velamathi B., (2007). Total Quality Management, McGraw-Hill
Publications.

225
 Course Contents and Lecture Schedule

No Topic No. of Lectures

1 Quality
1.1 TQM 3 Hours
1.2 Costs of Quality 2 Hours
1.3 QFD, FMEA 3 Hours
2 Quality Tools
2.1 7 old tools 3 Hours
2.2 7 new tools 3 Hours
2.3 Kaizen 2 Hours
3 Acceptance Sampling and Bench Marking
3.1 Acceptance Sampling 3 Hours
3.2 Process capability studies 2 Hours
3.3 Bench Marking 2 Hours
4 Six Sigma
4.1 Root cause Analysis, Belts 2 Hours
4.2 Six Sigma Methodology 2 Hours
4.3 Cost of quality at various levels of sigma, Problems 3 Hours
5 Quality Systems
5.1 ISO 9001, ISO14000 2 Hours
5.2 Quality audit 2 Hours
5.3 Audit performance 2 Hours
Total 36 hours

226
Course
Course Name Category L T P Credit
Code
20MBA277 SIX SIGMA & TQM Elective 3 0 0 3

Preamble: The objective of this course is to understand the concept and culture of total
quality management and to develop skills to use Statistical Quality Control techniques and
other quality tools in solving quality-related problems. Approaches to achieve customer
satisfaction at a competitive price are the core of lean concept. After successful completion of
the course, the students will be able to understand the Total Quality Management and Six
Sigma practices, able to prepare and analyse quality control techniques for better decision
making.

Prerequisite: NIL

Course Outcomes: After the completion of the course the student will be able to:

CO 1 To understand the concept of six sigma quality.

CO 2 To understand the implication of quality on business.
CO 3 Identify the requirements of quality improvement programs.
CO 4 To implement quality implementation programs.
CO 5 To manage quality improvement teams.

Mapping of course outcomes with program outcomes

PO 1 PO 2 PO 3 PO 4 PO 5
CO 1 3 3 3 2 2
CO 2 3 3 3 2 1
CO 3 3 3 2 2 2
CO 4 3 2 2 1 2
CO 5 3 2 2 1 1

Assessment Pattern

Continuous Assessment Tests

End Semester Examination
Bloom’s Category (in %)
(in marks)
1 2
Remember 20 20 10
Understand 40 40 30
Apply 40 40
20
Analyze
Evaluate Can be done through Assignments/ Seminars/Mini Projects
Create Can be done through Assignments/ Seminars/Mini Projects

227
Mark distribution

Total Marks CIE ESE ESE Duration

100 40 60 3 hours

Continuous Internal Evaluation Pattern:

Attendance : 4 marks
Continuous Assessment Test (2 numbers) : 16 marks
Assignment/Quiz/Course project : 10 marks
Seminar and Discussion : 10 marks

End Semester Examination Pattern:

There will be three parts; Part A, Part B and part C. Part A contains 5 questions (one
question each from each module) of 2 marks each (Students should answer all questions).
Part B contains 5 questions (one question each from each module) of 10 marks each
(Students have the choice of answering any three questions). Part C contains a compuls ory
question (can have sub-divisions) of 20 marks (from any of the modules or combination)
may be in application-level or case study.

228
 Model Question paper
APJ ABDUL KALAM TECHNOLOGICAL UNIVERSITY
THIRD SEMESTER MBA DEGREE EXAMINATION
20MBA277 - SIX SIGMA & TQM
Max. Marks: 60 Duration: 3 Hours
PART A
Answer all questions. Each question carries 2 marks.

1. What are the fundamental factors that affect quality?

2. List the applications of a Paretto chart.
3. Illustrate Taguchi’s Quality Loss Function.
4. Define benchmarking process.
5. What is Kano analysis?
(5x2 marks = 10 marks)
PART B
Answer any three questions. Each question carries 10 marks

6. Describe the principles of six sigma. Explain its application in a small organisation.
7. With the help of a diagram discuss the SIPOC process map for a car service centre.
8. Explain the building blocks of TQM.
9. Show all the seven basic tools for enabling Quality in Firms and explain any three of
them with relevant charts or diagrams.
10. Discuss the various quality-documentation requirements for ISO 9000 certification.
(3x10 marks = 30 marks)

PART C
Compulsory question. This question carries 20 marks

11. a) Distinguish between DMAIC and DMADV.

b) A carpet manufacturer wants to set up a control chart for irregularities (Example,
oil strains, shop soil, loose threads and tears) per 100 square meters of carpet. The
following data were collected from a sample of fifteen 100 square meter pieces of
carpet.

Sample 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
No of defects 16 14 24 10 12 17 16 15 12 13 11 14 16 17 10

Using the data, set up a C-chart and comment.

(1x20 marks = 20 marks)

229
 Syllabus

Introduction: Quality definitions and dimensions; Reliability and

maintenance; Quality costs; Quality and productivity; Quality policies and
goals, Six Sigma – Definition, Key Concepts of Six Sigma –Critical to
Module 1
Quality, Defect, Process Capability, Variation, Origin of Six Sigma, Myths
about Six Sigma, Benefits of Six Sigma.

Six Sigma and Quality: Key Elements in Six Sigma‐ Customers, processes,
employees, Organisation‐ Leadership, Sponsors, Team Leaders, Methodology
‐ DMADV Methodology, DFSS Methodology, Project Team Formation,
SIPOC Process Map, Measure Phase, Analyse Phase, Improve Phase, Control
Module 2 Phase – Quality Control, Standardisation, Control Methods and Alternatives,
Technical tools‐ Critical‐to‐quality tree, Process Map, Histogram, Pareto
Chart.

Quality Philosophies and Practices: Quality gurus and their contributions;

Three major philosophies of quality management, Strategic QM; TQM and its
building blocks; TQM vs. traditional organizations; Benefits and obstacles in
TQM. Practices leading to TQM‐QCs, QTs, TPM, 5S, ZDc, Poka‐yoke, QFD,
Module 3 Taguchi’s QF. Causes of variation in quality; Acceptance sampling; Inspection
vs. acceptance sampling; Quality indices and operating characteristic curves;
Single and double sampling plans; Control charts for attributes; Control charts
for variables; Interpretation of control charts.

Basic Quality Tools and Techniques: Seven tools‐ flow charts, check sheets,
histograms, Pareto chart, scatter diagram, control chart, cause‐and‐effect
Module 4 diagram; Continuous improvement techniques; benchmarking process;
Six‐sigma approach.

Quality Awards and Certification: Malcolm Baldrige award and its criteria,
ISO‐9000 principles, ISO‐9000 series and certification., e‐Six Sigma, Division
Module 5 Six Sigma Council, Global Six Sigma Council, KANO Analysis, Leading Six
Sigma Training (LSS), Leading Teams Training (LT).

Text Book

1. Mikel Harry and Richard Schroeder, (2006). Six Sigma: The Breakthrough
Management Strategy Revolutionizing the World's Top Corporations, RHUS.
2. Dale H. Besterfield, Carol Besterfield‐Michna, Glen H. Besterfield , Mary
Besterfield‐Sacre., (2018) Total Quality Management, Pearson Education.
3. Juran J.M. and Gryna F.M, (1993). Quality Planning and Analysis, McGraw‐Hill
Higher Education.
4. Schroeder R.G., (1999). Operations Management: Contemporary Concepts and
Cases, McGraw‐ Hill Education (ISE Editions).

230
References and Suggested Readings

1. William J. Stevenson (2010). Operations Management, McGraw Hill Education

(India) Private Limited.
2. Thomas Pyzdek (2015). Six Sigma Handbook, McGraw Hill Education India Pvt Ltd.
3. Kubiak T.M., (2009). The Certified Six Sigma Black Belt Handbook, Pearson
Education.
4. Panneerselvam R. and Sivasankaran P. (2014). Quality Management (Kindle
Edition), PHI Learning.

Course Contents and Lecture Schedule

No Topic No. of Lectures

1 Introduction
1.1 Quality and productivity 3 Hours
1.2 Key Concepts of Six Sigma 2 Hours
1.3 Process Capability, Variation 2 Hours
2 Six Sigma and Quality
2.1 Elements in Six Sigma 3 Hours
2.2 Methodology 2 Hours
2.3 Tools 3 Hours
3 Quality Philosophies and Practices
3.1 Quality gurus and their contributions 3 Hours
3.2 TQM and its building blocks 3 Hours
3.3 Acceptance sampling 2 Hours
4 Non-statistical Quality Tools and Techniques
4.1 Seven tools 2 Hours
4.2 Benchmarking process 2 Hours
4.3 Six‐sigma approach. 2 Hours
5 Quality Awards and Certification
5.1 ISO‐9000 3 Hours
5.2 e‐Six Sigma 2 Hours
5.3 KANO Analysis 2 Hours
Total 36 Hours

231
Course Code Course Name Category L T P Credit
BUSINESS PROCESS
20MBA279 Elective 3 0 0 3
REENGINEERING

Preamble: The objective of this course is to make the students understand the role of
Business Process Reengineering technique in an organisation and to gain insight on BPR tools
and techniques. Students who successfully complete this course will be able to get insight on
Business Process Reengineering tools and techniques to focus on customer, innovation and
quality management, to speed up the processes and improve the productivity of an
organisation.

Prerequisite: NIL

Course Outcomes: After the completion of the course the student will be able to:

Understand the importance of processes and BPR in bridging the business operations
CO 1
and engineering of system
CO 2 Integrate technology-based information processing into business workflows
CO 3 To model current business processes and diagnose problems
To model and develop improved business processes that require IT and
CO 4
organizational redesign
CO 5 To develop compelling business-value driven business cases for change

Mapping of course outcomes with program outcomes

PO 1 PO 2 PO 3 PO 4 PO 5
CO 1 3 3 2 2 2
CO 2 3 3 2 2 1
CO 3 3 3 2 2 1
CO 4 3 3 2 1 1
CO 5 3 3 2 1 -

Assessment Pattern

Continuous Assessment Tests

End Semester Examination
Bloom’s Category (in %)
(in marks)
1 2
Remember 20 20 10
Understand 40 40 30
Apply 40 40
20
Analyze
Evaluate Can be done through Assignments/ Seminars/Mini Projects
Create Can be done through Assignments/ Seminars/Mini Projects

232
Mark distribution

Total Marks CIE ESE ESE Duration

100 40 60 3 hours

Continuous Internal Evaluation Pattern:

Attendance : 4 marks
Continuous Assessment Test (2 numbers) : 16 marks
Assignment/Quiz/Course project : 10 marks
Seminar and Discussion : 10 marks

End Semester Examination Pattern:

There will be three parts; Part A, Part B and part C. Part A contains 5 questions (one question
each from each module) of 2 marks each (Students should answer all questions). Part B
contains 5 questions (one question each from each module) of 10 marks each (Students have
the choice of answering any three questions). Part C contains a compulsory question (can
have sub-divisions) of 20 marks (from any of the modules or combination) may be in
application-level or case study.

233
 Model Question paper

APJ ABDUL KALAM TECHNOLOGICAL UNIVERSITY

THIRD SEMESTER MBA DEGREE EXAMINATION
20MBA279 - BUSINESS PROCESS REENGINEERING
Max. Marks: 60 Duration: 3 Hours
PART A
Answer all questions. Each question carries 2 marks.

1. Express the benefits of business process reengineering.

2. State the three pillars of BPR.
3. Name the critical success factors of BPR.
4. Illustrate the term ‘value chain analysis’.
5. What is AS-IS analysis?
(5x2 marks = 10 marks)
PART B
Answer any three questions. Each question carries 10 marks

6. Discuss the pitfalls of BPR and how they can be overcome?

7. Explain how Business Process Reengineering can be integrated to Enterprise
Resources Planning.
8. Discuss the strategies adopted to manage BPR success.
9. “Information Technology works as the soul of BPR”. Describe the role of IT in BPR.
10. Discuss the change management tools which are used in BPR.
(3x10 marks = 30 marks)

PART C
Compulsory question. This question carries 20 marks

11. What aspects would you keep in mind while reengineering a service organisation?
How does it differ from reengineering a manufacturing organisation? Discuss various
metrics that must be used for establishing the benefits of such a reengineering.
(1x20 marks = 20 marks)

234
 Syllabus

Module 1 Business Process Reengineering- Need for reengineering, Benefits of BPR,

Guiding Principles, BPR and Performance Improvement, Pitfalls in BPR and
Myths of BPR, Business Process Redesigning.

BPR and Other techniques: Total Quality Management, Kaizen, Just – in-
Module 2 Time, Six Sigma, Quality Function Deployment, ISO Standards and
Certifications, Enterprise Resource Planning

BPR Imple mentation Methodology: BPR Strategies, BPR Success and

Module 3
Failures, Factors Relating to BPR Success, Change Management, Culture,
Leadership, Organisation Structure, Factors related to Business Process Failure
– Communication and Organisational Resistance

BPR, TQM & IT: Information Technology and Value Chain, IT Value and
Module 4
Business Alignment, IT Infrastructure, IT Networking Infrastructure, Key
Elements of BPR, Establishing a Responsible Team, Redesigning the Business
Process, BPR Methodologies – Implementation Phases.

Process Change Management: Nature, Process of Change, Management of

Module 5 Change in BPR, Planning for Reengineering, Analyse AS-IS Process, Case
studies.

Text Book
1. Radhakrishnan R. and Balasubramanian S., (2008). Business Process
Reengineering: Text & Cases, PHI Learning Private Limited.
2. Dey B. R., (2004). Business Process Reengineering and Change Management,
Dreamtech Press.
3. Vikram Sethi and William King, (1998). Organisational Transformation through
Business Process Reengineering: Applying the Lessons Learned, Pearson
Education.

References and Suggested Readings

1. Henry J. Johansson, Patrick McHugh, A. John Pendlebury and William A.
Wheeler, (2007). Business Process Reengineering: Break Point Strategies for
Market Dominance, Wiley Wiley.
2. John Jeston and Johan Nelis, (2008). Business Process Management: Practical
Guidelines to Successful Implementations, Butterworth-Heinemann.
3. Joe P. and Philip R., (1995). Essence of Business Process Reengineering,
Financial Times/ Prentice Hall.

235
 Course Contents and Lecture Schedule

No Topic No. of Lectures

1 Business Process Reengineering
1.1 Benefits of BPR 3 Hours
1.2 BPR and Performance Improvement 2 Hours
1.3 Business Process Redesigning 2 Hours
2 BPR and Other techniques
2.1 Total Quality Management 2 Hours
2.2 Quality Function Deployment 3 Hours
2.3 Enterprise, Resource Planning 2 Hours
3 BPR Imple mentation Methodology
3.1 BPR Strategies 3 Hours
3.2 Change Management 2 Hours
3.3 Communication and Organisational Resistance 2 Hours
4 BPR, TQM & IT
4.1 Information Technology and Value Chain 3Hours
4.2 Key Elements of BPR 2 Hours
4.3 BPR Methodologies 3 Hours
5 Process Change Management
5.1 Process of Change 2 Hours
5.2 Planning for Reengineering 2 Hours
5.3 Case studies. 3 Hours
Total 36 Hours

236
Course Code Course Name Category L T P Credit
SERVICES & OPERATIONS
20MBA281 Elective 3 0 0 3
MANAGEMENT

Preamble: This course enlightens the concepts, principles, problems, and practices of
successful service operations management. Emphasis is on preparing students to identify and
apply appropriate management processes to ensure efficient, effective, and quality oriented
service operations, while achieving operational excellence. Upon completion of this course,
the students will be able to obtain an overview of the successful Service Operations
Management (SOM) function through the introduction of the topics traditionally associated
with the study of Service Operations Management and to formulate and describe the function
of the Service Operations Management discipline in various sectors.

Prerequisite: NIL

Course Outcomes: After the completion of the course the student will be able to:
CO 1 Understand the critical perspectives on the nature of service.
CO 2 Understand the demand and capacity issues in service systems.
CO 3 Explain and apply the principles, tools and techniques of service design.
Implement statistical methods and management techniques to monitor, control and
CO 4
improve service processes of an organisation.
Propose solutions with which a service organisation can improve its operations and
CO 5
achieve sustainable competitive advantage.

Mapping of course outcomes with program outcomes

PO 1 PO 2 PO 3 PO 4 PO 5
CO 1 3 3 2 2 2
CO 2 3 3 2 2 1
CO 3 3 2 2 2 2
CO 4 3 3 2 2 1
CO 5 3 3 2 1 1

Assessment Pattern

Continuous Assessment Tests

End Semester Examination
Bloom’s Category (in %)
(in marks)
1 2
Remember 20 20 10
Understand 40 40 30
Apply 40 40
20
Analyze
Evaluate Can be done through Assignments/ Seminars/Mini Projects
Create Can be done through Assignments/ Seminars/Mini Projects

237
Mark distribution

Total Marks CIE ESE ESE Duration

100 40 60 3 hours

Continuous Internal Evaluation Pattern:

Attendance : 4 marks
Continuous Assessment Test (2 numbers) : 16 marks
Assignment/Quiz/Course project : 10 marks
Seminar and Discussion : 10 marks

End Semester Examination Pattern:

There will be three parts; Part A, Part B and part C. Part A contains 5 questions (one question
each from each module) of 2 marks each (Students should answer all questions). Part B
contains 5 questions (one question each from each module) of 10 marks each (Students have
the choice of answering any three questions). Part C contains a compulsory question (can
have sub-divisions) of 20 marks (from any of the modules or combination) may be in
application-level or case study.

238
 Model Question paper
APJ ABDUL KALAM TECHNOLOGICAL UNIVERSITY
THIRD SEMESTER MBA DEGREE EXAMINATION
20MBA281 - SERVICES & OPERATIONS MANAGEMENT
Max. Marks: 60 Duration: 3 Hours
PART A
Answer all questions. Each question carries 2 marks.
1. Define ‘Service Positioning’.
2. Infer the meaning of ‘Yield Management’ in the context of service operations?
3. Interpret the term ‘Data Envelope Analysis’.
4. Illustrate the term ‘service guarantee’.
5. Summarize the meaning of the term ‘Performance based logistics’.
(5x2 marks = 10 marks)
PART B
Answer any three questions. Each question carries 10 marks

6. Design a service blueprint map for a hospital, mapping all the transactions
constituting the service delivery process.
7. a. Identify few characteristics of service organizations that make forecast accuracy
important?
b. The first-week demand for a new mobile dealership agency at Kochi on daily
basis is as follows:
Day Monday Tuesday Wednesday Thursday Friday
Demand 22 27 38 32 34
What is the demand forecast for next Monday using a smoothing constant α= 0.3?
8. Evaluate the application of simulation in any two service scenarios of your choice.
9. Compare customer expectation and customer perception as in the SERVQUAL
instrument.
10. A company wants to open a warehouse. The company distributes its products to 4
markets A, B, C & D. The coordinates of the markets are as follows:
Warehouse A B C D
Coordinates (58,96) (80, 70) (30,120) (90,110)
Plot the markets. Use centre of gravity method to identify the location of the
warehouse.
(3x10 marks = 30 marks)
PART C
Compulsory question. This question carries 20 marks
11. a. Illustrate the use of walk-through audit as a diagnostic instrument to evaluate
the gaps in the service delivery system.
b. Elaborate the different methods of managing capacity with the example of any
industry you are familiar with.
(1x20 marks = 20 marks)

239
 Syllabus
Understanding Services Economy: Overview and imperatives of Services;
Global trends in Services Sector; Changing paradigms in Competitiveness of
services; Services – Manufacturing Continuum; Recent trends in
manufacturing, increased role of services in manufacturing; Developing an
overall vision for the service system; Developing a service strategy; Service
Module 1 Positioning & Implications for Service Delivery - Design Degree of customer
contact, divergence, customization; Service blue printing; Service
Enhancement using Internet; Pricing strategies in Services; Performance issues
in service systems; value of self-service in an economy; roles of front-line
employees, customers, operations, and marketing in the service innovation
process.
Demand and Capacity issues in service systems: Forecasting Capacity
demand in services; - Smoothing Customer Demand In Services; Service
Capacity Management; Yield management; Resource and Workforce
Scheduling in Services; Capacity, Capacity build up strategies Capacity Vs
Module 2 System Performance; Introduction to Queuing System; Queuing Theory
Applications in Service Systems; Characteristics of Queuing system; Queuing
Models; Demand and capacity issues related to growth, expansion strategies,
franchising. Offshore operations; Services Management in IT/ITES Sectors
Capacity Management Issues.
Service Inventory and Supply Chain Management: Service inventory
management; Service supply chains; Processes in Service Supply Chain; Data
Envelopment Analysis; Simulation as a tool for design of services; Use of
Module 3
simulation software for modeling; Nature of design issues addressed using
simulation; Simulation Applications in Service System Design; Vehicle
Routing and Scheduling; Inventory Pooling.
Dime nsions in Quality: Service Quality Five Gap Model; Kano’s Model;
Measuring Service Quality – SERVQUAL, Walk-through Audit; Service
Module 4 Recovery – Service Guarantees, Service encounter – triad, service culture,
Service profit chain – Service consolidation; Critical Fractiles: The
Newsvendor Model (Optimal Service Levels).
Process behaviour – environmental dimensions – framework; Facility design
– nature, objectives, process analysis – process flow diagram, process steps,
simulation; Service facility layout; Service Facility Location – considerations,
facility location techniques – metropolitan metric, Euclidean, centre of gravity,
retail outlet location, location set covering problem; Ford’s Auto collection
concept; Product Support – Customer Centric strategy, repairable parts
Module 5
inventory management, Performance based logistics.
Service Improve ment – a mini-consulting project. It involves use of the
methodologies introduced in class to analyze a real-life service operations
system, diagnose its problems, identify opportunities for improvement and
quantify potential costs, benefits, risks and service impacts (at a nearby service
station or Car dealership or automobile workshop or the like).

Text Book

240
 1. Fitzsimmons B., James A. and Mona J. Fitzsimmons, (2014). Service Management:
Operations, Strategy, and Information Technology, McGraw Hill Education (India)
Private Limited.
2. Robert Johnston, (2007). Service Operations Management, Pearson Education.
3. Haksever C. and Render B., (2013). Service Management, Student Workbook: An
Integrated Approach to Supply Chain Management and Operations, Financial
Times/Prentice Hall.
4. Richard D Metters, (2012). Successful Service Operations Management, Cengage.
5. Earl Sasser W. Jr., Leonard A. Schlesinger and James L. Heskett, (1997). The
Service Profit Chain, Free Press.
References and Suggested Readings
1. Silei Shan, (2012). Analysis of Hospital Pharmacy Inventory Consolidation
Decision Using Multi- Echelon News vendor Inventory Model, ProQuest, Umi
Dissertation Publishing.
2. William J. Hollins, (2006). Managing Service Operations: Design and
Implementation, Kindle Edition, SAGE Publications Ltd.
3. Nevan Wright J. and Peter Race (2003). The Management of Service Operations,
Engage Learning EMEA.
4. Bitran G. and Lojo M. (1993). A framework for analyzing service operations,
European Management Journal, 11(3),271 – 282.
5. Nambisan S. (2001). Why service e-businesses are not product businesses, MITS
Sloan Management Review, Summer 2001, 72–80.
6. Sawhney M., Balasubramanian S. and Krishnan V.V. (2004). Creating growth with
services, MIT Sloan Management Review, Winter 2004, 34–43.
7. Heskett J. L. (1991). Lessons in the service sector in The Service Management
Course: Cases & Reading, Free Press, 47–64.

Course Contents and Lecture Schedule

No Topic No. of Lectures
1 Understanding Services Economy
1.1 Overview and imperatives of Services 3 Hours
1.2 Service Positioning & Implications for Service Delivery 2 Hours
1.3 Performance issues in service systems 3 Hours
2 Demand and Capacity issues in service systems
2.1 Forecasting Capacity demand in services; 3 Hours
2.2 Queuing System 2 Hours
2.3 Demand and capacity issues 3 Hours
3 Service Inventory and Supply Chain Manage ment
3.1 Service inventory management; 2 Hours
3.2 Use of simulation software for modelling 2 Hours
3.3 Vehicle Routing and Scheduling; 2 Hours
4 Dime nsions in Quality
4.1 Service Quality Five Gap Model 2 Hours
4.2 Service Recovery 2 Hours
4.3 The Newsvendor Model 2 Hours
5 Process behaviour – Service Improvement
5.1 Service Facility Location 3 Hours

241
5.2 Product Support 2 Hours
5.3 Project 3 Hours
Total 36 Hours

242
Course Code Course Name Category L T P Credit
20MBA283 HEALTHCARE MANAGEMENT Elective 3 0 0 3

Preamble: The course is designed to understand management of key activities in a hospital

like front desk operation and to understand Health care systems and its features. It also helps
in knowing more about different lab certifications and waste management. It is focused on
how to establish and sustain global competitiveness in healthcare services. By completing the
course, student should be able to understand and handle the functions at the front desk in an
automated environment. It sheds light on lab certifications to go global for wider acceptance
and standardization. Green Hospital Concept is stressed to save energy and proper waste
management while designing new hospital layouts. Features of Hospital Information Systems
and its benefits also form part of this course.

Prerequisite: NIL

Course Outcomes: After the completion of the course the student will be able to:

CO 1 Provide an environment to learn the principles of Hospital Management.

Demonstrate a clear understanding of concepts, information and techniques at the
CO 2
forefront of the hospital management.
CO 3 Recognize how operational problems and situations are handled in practice.
CO 4 Formulate ideas, and develop and participate in implementation of plans.
CO 5 Critically analyze the various components of health care delivery system.

Mapping of course outcomes with program outcomes

PO 1 PO 2 PO 3 PO 4 PO 5
CO 1 2 2 2 3 3
CO 2 3 3 2 3 3
CO 3 3 3 3 3 3
CO 4 2 2 3 3 3
CO 5 2 2 2 2 2

Assessment Pattern

Continuous Assessment Tests

End Semester Examination
Bloom’s Category (in %)
(in marks)
1 2
Remember 20 20 10
Understand 40 40 30
Apply 40 40
20
Analyze
Evaluate Can be done through Assignments/ Seminars/Mini Projects
Create Can be done through Assignments/ Seminars/Mini Projects

243
Mark distribution

Total Marks CIE ESE ESE Duration

100 40 60 3 hours

Continuous Internal Evaluation Pattern:

Attendance : 4 marks
Continuous Assessment Test (2 numbers) : 16 marks
Assignment/Quiz/Course project : 10 marks
Seminar and Discussion : 10 marks

End Semester Examination Pattern:

There will be three parts; Part A, Part B and part C. Part A contains 5 questions (one question
each from each module) of 2 marks each (Students should answer all questions). Part B
contains 5 questions (one question each from each module) of 10 marks each (Students have
the choice of answering any three questions). Part C contains a compulsory question (can
have sub-divisions) of 20 marks (from any of the modules or combination) may be in
application-level or case study.

244
 Model Question paper
APJ ABDUL KALAM TECHNOLOGICAL UNIVERSITY
THIRD SEMESTER MBA DEGREE EXAMINATION
20MBA283 - HEALTHCARE MANAGEMENT
Max. Marks: 60 Duration: 3 Hours

PART A
Answer all questions. Each question carries 2 marks.

1. Interpret the term ‘tertiary hospital’.

2. Identify the qualities required for receptionist in hospitals.
3. Interpret ‘EHR’.
4. Illustrate the need for hygiene in hospitals.
5. What is meant by a ‘green hospital’? (5x2 marks = 10 marks)

PART B
Answer any three questions. Each question carries 10 marks

6. Explain the functional areas in hospital service management.

7. Discuss duties and responsibilities of a Front Office in a Corporate Multi-specialty
Hospital.
8. Develop a Hospital Information System (HIS) that automates clinical, electronic
medical records (EMR), administrative and inventory functions.
9. Examine the procedure for obtaining ISO certification for medical laboratories.
10. Discuss the various automated patient handling and equipment handling systems
used in modern hospitals.
(3x10 marks = 30 marks)
PART C
Compulsory question. This question carries 20 marks

11. A leading corporate want to start a world class super speciality hospital in Kerala.
As a consultant suggest suitable location, facilities needed with action plan for the
construction of the hospital.
(1x20 marks = 20 marks)

245
 Syllabus
Introduction: Hospital types such as Government, Private, Corporate and public.
Functional areas in hospital services management, services offered in hospitals,
Module 1
skills needed in Human capital in hospitals, Characteristic features of hospital
services and Principles of hospital planning and execution.
Front office manage ment- outpatient and inpatient admissions and discharge –
Module 2 Admission and discharge procedures -Emergency services
Classification of me dical records: significance, their automation using EHR,
its maintenance for Medical statistics, materials records, management of patient
Module 3 records and personnel records electronically, functionality of computerized
hospital information systems (HIS), merits and demerits of CHIS, trends in HIS,
Legal and other operational records including Discharge summaries.
Lab classification: managing laboratories, their functions and management,
accreditation of labs NABL, ISO certification of laboratory procedure and
Module 4 process. Maintaining hygiene in hospital environment. Basic and special
cleaning, Odour control- solid, liquid waste disposal, Safety, Pest control,
Interior decoration, outsourcing hospital housekeeping services.
Location decision and layout decision of hospitals: Green hospital concept
and designing for low energy consumption, Department allocation criteria in the
Module 5 building for improved productivity, Designing easy scale-up, Automated patient
handling and equipment handling systems-e-alert systems with e-checking and
e-checkout facility.
Text Books
1. Kunders G.D., Designing for Total Quality in Healthcare Prism Books Pvt. Ltd.,
Bangalore.
2. Goel S.L and Kumar R. (2004). Hospital supportive services Deep and Deep
Publications, New Delhi.
3. NHS Guide to good Practices in Hospital Administration National Health Services,
London.
4. Syed Amin Tabish, Hospital and Health Services Administration, Jaypee Brothers
Medical Publishers, New Delhi.
References and Suggested Readings
1. Goel S.L., (2004). Healthcare Management and Administration, Deep & Deep
Publications Pvt. Ltd. New Delhi.
2. Srinivasan, A.V. (2008). Managing a Modern Hospital, Response Books, New Delhi.
3. Liewellyne Davis and Macacaulay H.M., (2001). Hospital Administration and
Planning, JP Brothers, New Delhi.
4. Arun Kumar (2002) Encyclopaedia of Hospital Administration and Development,
Anmol Publications, Delhi.

246
 Course Contents and Lecture Schedule

No Topic No. of Lectures

1 Introduction
1.1 Hospital types 3 Hours
1.2 Functional areas in hospital services management 2 Hours
1.3 Principles of hospital planning and execution 2 Hours
2 Front office manage ment
2.1 Outpatient and inpatient admissions 2 Hours
2.2 Admission and discharge procedures 2 Hours
2.3 Emergency services 2 Hours
3 Classification of medical records
3.1 Medical statistics 3 Hours
3.2 Computerized hospital information systems (HIS) 3 Hours
3.3 Legal and other operational records 2 Hours
4 Lab classification
4.1 Accreditation of labs 3Hours
4.2 ISO certification of laboratory procedure 3 Hours
4.3 Maintaining hygiene in hospital environment. 2 Hours
5 Location decision and layout decision of hospitals
5.1 Green hospital concept 3 Hours
5.2 Automated patient handling and equipment handling systems 2 Hours
5.3 e-checking and e-checkout facility 2 Hours
Total 36 Hours

247
Course Code Course Name Category L T P Credit
DECISION ANALYSIS FOR
20MBA285 Elective 3 0 0 3
MANAGEMENT

Preamble: The course on Decision Analysis for Management helps the students to
comprehend the concept of decision analysis to aid managerial decision making. The course
imparts knowledge about framing problems and performing logical analyses, and provides a
foundation for ethical decision making. The course helps students to perform decision tree
analysis, sensitivity analysis, risk analysis, comparative investment decision analyses through
NPV and IRR concepts, determine optimal order quantities under uncertain demand and
make or buy decisions.

Prerequisite: NIL
Course Outcomes: After the completion of the course the student will be able to:
CO 1 Assess the styles and stages of business decision making.
CO 2 Evaluate the systems for decision support in varying business conditions.
CO 3 Analyse the decision-making environments and decision trees in practical situations.
Examine break even, sensitivity, Monte Carlo and inventory analyses for managerial
CO 4
decisions.
Evaluate the impact of decision making and analysis in various functional areas of
CO 5
management.

Mapping of course outcomes with program outcomes

PO 1 PO 2 PO 3 PO 4 PO 5
CO 1 2 2 1 3 2
CO 2 3 3 1 2 3
CO 3 3 3 1 3 3
CO 4 3 3 2 3 3
CO 5 3 3 2 3 3

Assessment Pattern

Continuous Assessment Tests

End Semester Examination
Bloom’s Category (in %)
(in marks)
1 2
Remember 20 20 10
Understand 40 40 30
Apply 40 40
20
Analyze
Evaluate Can be done through Assignments/ Seminars/Mini Projects
Create Can be done through Assignments/ Seminars/Mini Projects

248
Mark distribution

Total Marks CIE ESE ESE Duration

100 40 60 3 hours

Continuous Internal Evaluation Pattern:

Attendance : 4 marks
Continuous Assessment Test (2 numbers) : 16 marks
Assignment/Quiz/Course project : 10 marks
Seminar and Discussion : 10 marks

End Semester Examination Pattern:

There will be three parts; Part A, Part B and part C. Part A contains 5 questions (one question
each from each module) of 2 marks each (Students should answer all questions). Part B
contains 5 questions (one question each from each module) of 10 marks each (Students have
the choice of answering any three questions). Part C contains a compulsory question (can
have sub-divisions) of 20 marks (from any of the modules or combination) may be in
application-level or case study.

249
 Model Question paper
APJ ABDUL KALAM TECHNOLOGICAL UNIVERSITY
THIRD SEMESTER MBA DEGREE EXAMINATION
20MBA285 - DECISION ANALYSIS FOR MANAGEMENT
Max. Marks: 60 Duration: 3 Hours
PART A
Answer all questions. Each question carries 2 marks.

1. Interpret ‘rational decision making’.

2. What is a web based DSS?
3. List the different decision-making environments.
4. Differentiate between NPV and IRR.
5. Outline the barriers to effective decision making. (5x2 marks = 10 marks)

PART B
Answer any three questions. Each question carries 10 marks

6. Evaluate the different factors that influence a decision model.

7. Examine the application of DSS in decision making.
8. A confectionery shop in a hypermarket is faced with the problem of how many
cakes to make in order to meet the day’s demand. The bakery prefers not to sell
day-old cakes; leftover cakes are therefore a complete loss. The past sales for a
100-day period are as shown in the table below:

Sales per day 250 260 270 280

No of days 10 30 50 10

Construct the payoff table and the opportunity loss table. What is the optimal
number of cakes that should be bought each day? Apply both EMV and EOL
criteria. Also find and interpret EVPI. A cake cost ₹. 80 and sells for ₹. 100.
9. A local distributor for a National Tyre company expects to sell approx. 9600 steel
belted radial tyres of a certain size and tread design next year. Annual carrying
cost is $16 per tyre, and ordering cost is $75. The distributor operates 288 days a
year. a. What is EOQ? b. How many times per year does the store reorder? c.
What is the length of an order cycle? d. What is the total annual cost if the EOQ
quantity is ordered?
10. Evaluate the product mix decisions with reference to product width, length, depth
and consistency
(3x10 marks = 30 marks)

250
 PART C
Compulsory question. This question carries 20 marks

11. a. A property owner is faced with a choice of:

i. A large-scale investment A to improve her flats. This could produce a
substantial pay-off in terms of increased revenue net of costs but will
require an investment of ₹ 1,400,000. After extensive market research it is
considered that there is a 40% chance that a pay-off of ₹2,500,000 will be
obtained, but there is a 60% chance that it will be only ₹800,000.
ii. A smaller scale project B to re-decorate her premises. At ₹500,000 this is
less costly but will produce a lower pay-off. Research data suggests a 30%
chance of a gain of ₹1,000,000 but a 70% chance of it being only
₹500,000.
iii. Continuing the present operation without change C. It will cost nothing,
but neither will it produce any pay-off. Clients will be unhappy and it will
become harder and harder to rent the flats out when they become free.

How will a decision tree help in the taking of decision? (12

marks)

b. List the main advantages of group decision making. (8 marks)

251
 Syllabus
Decision making concepts:
Introduction to decision making- decision making styles-Stages of Decision
Module 1 making – decision making skills –Process of decision making – Types of
managerial decisions – Models of decision making- Rational decision
making-assumptions-decision making factors.
Systems for decision support:
MIS and decision making – Decision making styles at different levels of
management- -decision support system (DSS)-purpose-components-types of
Module 2
DSS-advantages and disadvantages of DSS-Application of DSS in decision
making-data driven decision making-decision support system examples-
GDSS-EDSS
Decision theory and decision tree analysis:
Decision making environments-Decision making under certainty- Decision
making under uncertainty – Decision making under risk- develop and
Module 3 evaluate risk profiles-risk preferences and biases--value of information-
expected monetary value-expected value of perfect information- translating
verbal description into a decision tree - decision tree analysis-influence
diagram.
Managerial decision analysis:
Concept of decision analysis - Make or buy decisions –– Breakeven analysis -
pricing decisions – comparative investment decision analyses through NPV
Module 4
and IRR concepts - Monte Carlo analysis for estimating risk-Sensitivity
Analysis-Determination of optimal order quantities under certain and
uncertain demand.
Decision making applications:
Decision Making in the context of Human Resources-barriers to effective
decision making-Understanding marketing decision making - product-mix
Module 5
decisions - market expansion decisions-divesting decisions - financial
decision making –investment decisions-financing decisions - decision making
areas in operations.

Text Book
1. Peter Macnamee and John Selona (2001). Decision Analysis for the Professional,
Smartorg.Inc
2. Render Barry, Stair Ralph M., Hanna Michael E. (2011). Quantitative Analysis for
Management– Prentice-Hall. Inc
3. Sharma J.K., (2009). Operations Research, Macmillan India Ltd.
References and Suggested Readings
1. Pratt John, Raiffa H., & Schlaifer R., (2008). Introduction to Statistical Decision
Theory, MIT Press.
2. Charlesworth, David - Decision Analysis for Managers: A Guide for Making Better
Personal and Business Decisions -Business Expert Press
3. Raiffa Howard- Decision Analysis: Introductory Lectures on Choices Under
Uncertainty- McGraw Hill.

252
 Course Contents and Lecture Schedule

No Topic No. of
Lectures
1 Decision making concepts
1.1 Introduction to decision making, decision making styles, Stages of 3 Hours
Decision making.
1.2 Decision making skills, Process of decision making, Types of 2 Hours
managerial decisions
1.3 Models of decision making, Rational decision making, decision making 2 Hours
factors.
2 Systems for decision support
2.1 MIS and decision making, Decision making styles at different levels of 3 Hours
management, decision support system.
2.2 Types of DSS, advantages and disadvantages of DSS, Application of 3 Hours
DSS in decision making, data driven decision making.
2.3 Decision support system examples, GDSS, EDSS. 2 Hours
3 Decision theory and decision tree analysis
3.1 Decision making environments, Decision making under certainty, 3 Hours
Decision making under uncertainty, Decision making under risk.
3.2 Develop and evaluate risk profiles, risk preferences and biases, value 2 Hours
of information, expected monetary value, expected value of perfect
information.
3.3 Translating verbal description into a decision tree, decision tree 2 Hours
analysis, influence diagram.
4 Managerial decision analysis
4.1 Concept of decision analysis, Make or buy decisions, Breakeven 3 Hours
analysis.
4.2 Pricing decisions, comparative investment decision analyses through 2 Hours
NPV and IRR concepts.
4.3 Monte Carlo analysis for estimating risk, Sensitivity Analysis, 2 Hours
Determination of optimal order quantities under certain and uncertain
demand.
5 Decision making applications
5.1 Decision Making in the context of Human Resources, barriers to 3 Hours
effective decision making.
5.2 Understanding marketing decision making, product-mix decisions, 2 Hours
market expansion decisions, divesting decisions
5.3 Financial decision making, investment decisions, financing decisions, 2 Hours
decision making areas in operations.
Total 36 Hours

253
Course Code Course Name Category L T P Credit
ADVANCED MAINTENANCE
20MBA287 Elective 3 0 0 3
MANAGEMENT

Preamble: Reducing down time of machines by applying proper maintenance management

tools and techniques forms the major objective of this course. Later developments like
Reliability Centered Maintenance, Expert Systems applications in maintenance, Maintenance
Management Information system, Predictive maintenance and signature analysis are included
to make the student aware of the latest practices in Maintenance Management. The student
should be able to suggest a suitable maintenance management technique to reduce cost arising
out of machine down time for practical situation in an organization. Also, the student will be
aware of computer-based maintenance management systems and contemporary techniques in
maintenance management

Prerequisite: NIL

Course Outcomes: After the completion of the course the student will be able to:
Analyse the significance of maintenance on equipment’s down time by applying
CO 1
proper maintenance management tools and techniques.
CO 2 Plan for assessing the reliability of an equipment.
CO 3 Arrive at better replacement decision.
CO 4 Decide on maintenance policies.
CO 5 Design the recent techniques in maintenance management.

Mapping of course outcomes with program outcomes

PO 1 PO 2 PO 3 PO 4 PO 5
CO 1 3 2 3 3 3
CO 2 3 2 3 3 3
CO 3 3 2 3 3 3
CO 4 2 2 3 3 3
CO 5 2 2 3 3 3

Assessment Pattern
Continuous Assessment Tests
End Semester Examination
Bloom’s Category (in %)
(in marks)
1 2
Remember 20 20 10
Understand 40 40 30
Apply 40 40
20
Analyze
Evaluate Can be done through Assignments/ Seminars/Mini Projects
Create Can be done through Assignments/ Seminars/Mini Projects

254
Mark distribution

Total Marks CIE ESE ESE Duration

100 40 60 3 hours

Continuous Internal Evaluation Pattern:

Attendance : 4 marks
Continuous Assessment Test (2 numbers) : 16 marks
Assignment/Quiz/Course project : 10 marks
Seminar and Discussion : 10 marks

End Semester Examination Pattern:

There will be three parts; Part A, Part B and part C. Part A contains 5 questions (one
question each from each module) of 2 marks each (Students should answer all questions).
Part B contains 5 questions (one question each from each module) of 10 marks each
(Students have the choice of answering any three questions). Part C contains a compulsory
question (can have sub-divisions) of 20 marks (from any of the modules or combination)
may be in application-level or case study.

255
 Model Question paper
APJ ABDUL KALAM TECHNOLOGICAL UNIVERSITY
THIRD SEMESTER MBA DEGREE EXAMINATION
20MBA287- ADVANCED MAINTENANCE MANAGEMENT
Max. Marks: 60 Duration: 3 Hours
PART A
Answer all questions. Each question carries 2 marks.

1. Interpret the meaning of Five zero concept.

2. Define MTBF.
3. What do you understand by the term optimal overhaul?
4. Explain the concept of opportunity maintenance.
5. List the features of terotechnology. (5x2 marks = 10marks)

PART B
Answer any three questions. Each question carries 10 marks

6. Discuss the key issues affecting maintenance organisation structure.

7. Illustrate the failure time distributions using Poisson, Exponential and Normal
distributions.
8. Explain in detail the concept of group replacement with an example. In what
circumstances group replacement is advised?
9. Compare condition-based maintenance and total productive maintenance.
10. Elaborate the process of signature analysis in maintenance management.
(3x10 marks = 30 marks)
PART C
Compulsory question. This question carries 20 marks

11. a) A firm is considering replacement of a machine whose cost price is ₹. 180,000

and the scrap value is ₹. 10,000. The maintenance costs (in ₹.) are found from
experience to be as follows:

Year 1 2 3 4 5 6 7 8
Maintenance cost 2000 3000 3500 12000 18000 24000 33000 45000

When should the machine be replaced? (10 marks)

b) “100% reliability of all the components of a machine or equipment is not always

aimed to achieve”. Elucidate. Explain reliability centred maintenance with
example. (10 marks)

256
 Syllabus

Maintenance: Need/purpose, basic and composite functions of maintenance -

Module 1 Principles, objectives and benefits of maintenance – Preventive, Breakdown -
Predictive Maintenance Strategies – Five Zero Concept - Organization for
Maintenance
Reliability of equipme nt: Time to Failure Analysis - Bath Tub Curve, MTBF,
Module 2 MTTF, Useful Life – Survival Curves – Failure Time distributions (Poisson,
Exponential, and Normal) - Repair Time Distribution – Maintainability
Prediction – Design for Maintainability – Availability.
Replacement Decision: Overhaul and repair – meaning and difference –
Module 3 Optimal overhaul – Repair policies for equipment subject to break down –
Group replacement. Optimal interval between preventive replacement of
equipment subject to break down.
Maintenance Policies: Fixed Time Maintenance – Condition based
Module 4 Maintenance -Operate to failure – Opportunity Maintenance – Design out
maintenance – Total Productive Maintenance.
Recent Techniques: Reliability Centered Maintenance (RCM) – Philosophy
Module 5 and implementation – Signature Analysis – CMMS – Concept of
Terotechnology –Expert Systems-Maintenance Management Information
Systems-Reengineering Maintenance process.

Text Book
1. Mishtra R.C. and Pathak K., (2012). Maintenance Engineering and Management,
PHI.
2. Sushil Kumar Srivatsava (2005). Industrial Maintenance Management, S. Chand
and Company.
3. Gopalakrishnan P. and Banerji, A. K., (1991). Maintenance and Spare
Parts Management, Prentice Hall of India.
References and Suggested Readings
1. Jardine A.K.S., (2002) Maintenance Replacement and Reliability, Pitman
Publishing.
2. Kelly A. and Harris M. J., (1978) Management of Industrial Maintenance,
Butterworth and Company Limited.

257
 Course Contents and Lecture Schedule

No Topic No. of Lectures

1 Maintenance
1.1 Objectives and functions 3 Hours
1.2 Predictive Maintenance Strategies 2 Hours
1.3 Five Zero Concept 2 Hours
2 Reliability of an equipme nt
2.1 Time to Failure Analysis 3 Hours
2.2 Bath Tub Curve 2 Hours
2.3 Design for Maintainability 2 Hours
3 Replacement Decision
3.1 Overhaul and repair 3 Hours
3.2 Repair policies 2 Hours
3.3 Group replacement 2 Hours
4 Maintenance Policies
4.1 Fixed Time Maintenance 3Hours
4.2 Condition based Maintenance 2 Hours
4.3 Total Productive Maintenance 3 Hours
5 Recent Techniques
5.1 Reliability Centered Maintenance 3 Hours
5.2 Concept of Terotechnology 2 Hours
5.3 Reengineering Maintenance process. 2 Hours
Total 36 Hours

258
Course Code Course Name Category L T P Credit
ADVANCED PROJECT
20MBA289 Elective 3 0 0 3
MANAGEMENT

Preamble: The objective of this course is to sensitize the students to apply the latest
principles of advanced project management to explore problems, solutions, and best practices
in diverse industrial settings. After successful completion of the course, the students will be
able to focus on projects to create a learning organisation which foster excellence in project
management by developing and justifying project management strategies.

Prerequisite: NIL

Course Outcomes: After the completion of the course the student will be able to:

CO 1 Examine the various project management concepts.

Compare and contrast the various roles of project managers, clients and project
CO 2
organisations.
CO 3 Justify the various project appraisals and budgeting methods.
Estimate project scheduling through network models and importance of managing
CO 4
time, cost and quality in projects.
Devise the best practices in project management and value the application of
CO 5
project management software.

Mapping of course outcomes with program outcomes

PO 1 PO 2 PO 3 PO 4 PO 5
CO 1 2 2 2 1 1
CO 2 2 1 3 1 3
CO 3 3 2 2 1 1
CO 4 3 3 2 1 1
CO 5 3 2 2 2 3

Assessment Pattern

Continuous Assessment Tests

End Semester Examination
Bloom’s Category (in %)
(in marks)
1 2
Remember 20 20 10
Understand 40 40 30
Apply 40 40
20
Analyze
Evaluate Can be done through Assignments/ Seminars/Mini Projects
Create Can be done through Assignments/ Seminars/Mini Projects

259
Mark distribution

Total Marks CIE ESE ESE Duration

100 40 60 3 hours

Continuous Internal Evaluation Pattern:

Attendance : 4 marks
Continuous Assessment Test (2 numbers) : 16 marks
Assignment/Quiz/Course project : 10 marks
Seminar and Discussion : 10 marks

End Semester Examination Pattern:

There will be three parts; Part A, Part B and part C. Part A contains 5 questions (one question
each from each module) of 2 marks each (Students should answer all questions). Part B
contains 5 questions (one question each from each module) of 10 marks each (Students have
the choice of answering any three questions). Part C contains a compulsory question (can
have sub-divisions) of 20 marks (from any of the modules or combination) may be in
application-level or case study.

260
 Model Question paper
APJ ABDUL KALAM TECHNOLOGICAL UNIVERSITY
THIRD SEMESTER MBA DEGREE EXAMINATION
20MBA289- ADVANCED PROJECT MANAGEMENT
Max. Marks: 60 Duration: 3 Hours
PART A
Answer all questions. Each question carries 2 marks.

1. Define project lifecycle.

2. List out the various types of project organizations.
3. Identify the four categories of attributes on which DPCI is built.
4. Interpret the meaning of Goldratt’s Critical Chain.
5. Illustrate the term ‘Virtual team’.
(5x2 marks = 10 marks)

PART B
Answer any three questions. Each question carries 10 marks

6. Explain the process of project portfolio and project formulation.

7. “In addition to the relevant technical skills, a project manager needs a combination of
business management and leadership skills to ensure a project’s success”. Analyse the
role and responsibilities of a project manager. Explain how a project manager is
selected.
8. Discuss the concept of cost estimating and cost improvement in project budgeting.
9. The time and cost estimates and precedence relationship of the different activities
constituting a project are given below:

Activity Predecessor Time (in weeks) Cost (in Rupees)

Activities Normal Crash Normal Crash
A - 3 2 8000 19000
B - 8 6 600 1000
C B 6 4 10000 12000
D B 5 2 4000 10000
E A 13 10 3000 9000
F A 4 4 15000 15000
G F 2 1 1200 1400
H C, E, G 6 4 3500 4500
I F 2 1 7000 8000

261
 (a) Draw a project network diagram and find the critical path. (5 marks)
(b) If a dead line of 17 weeks is imposed for completion of the project, what activities
will be crashed, what would be the additional cost and what would be the critical
activities of the network after crashing? (5 marks)
10. “Being good at managing projects is usually a matter of following project
management best practices”. Discuss some of the best practices in project
management.

PART C
Compulsory question. This question carries 20 marks
11. A company wishes to start ‘e -commerce’ during the Covid time, so that their
customers can buy their products online. Considering this as a project, answer the
following questions:

a) Define the scope of the project. Conduct a feasibility study. (5 marks)

b) What are the problems expected? If you are the project manager, how will you
solve them? (5
marks)
c) What are the risk factors in the project? (5 marks)
d) Which organization structure should be followed and why? (5 marks)

262
 Syllabus
Introduction: Project and Project Management, Categories, Project
Management – Definition – Goal, Lifecycles. Project Selection Methods.
Module 1 Project Development Cycle, Project Selection Methods, Project Portfolio,
Project Teams.

Project Organization: Project Organization, Project Manager- Roles and

Responsibilities, Selecting Project Manager, Project formulation, Types of
Module 2 Project Organizations, Conflict management, Resolving Conflicts, Client-
Values & Expectations, - Application of Project Management software.
Project Planning and Budgeting: Planning, Project Identification, Project
Appraisal, - Technical, financial, Legal, Social Appraisal, Project Profiling
Module 3 Models, Darnall- Preston Complex Index, Project Budgeting Methods - Cost
Estimating and Improvement - Budget uncertainty andrisk management.
Project Scheduling & Allocation: Scheduling and Resource Allocation-
PERT& CPM Networks- Crashing– Goldratt’s Critical Chain, Time
Module 4 Management, Estimate Cost, Budget & Budgetary Control, Managing Project
Risk, Project Management & Closure, Procurement Plan, Project Closure.
Emerging Issues: Best Practices in Project Management, Fostering Excellence
in PM, Project Management Office, Project Portfolio Management, Team
Module 5 Organisation and People Management, Complex Issues in Communication and
Virtual Teams.

Text Book

1. Harold Kerzner (2015). Project Management Best Practices: Achieving Global

Excellence, Wiley India Private Limited.
2. Cliffor G. and Larson E., (2014). Project Management, McGraw Hill Education
(India) Private Limited.
3. Venkataraman K., (2007). Maintenance Engineering and Management, PHI
Learning Private Limited.
4. Jack Gido and James Clements (2002). Successful Project Management, South-
Western.

References and Suggested Readings

1. Meri Williams, (2008). Principles of Project Management, Site Point.

2. Subba Rao K. V., (2009). Project Management, Adhyayan Publishers & Distributors.

263
 Course Contents and Lecture Schedule
No Topic No. of
Lectures
1 Introduction
1.1 Project and Project Management 3 Hours
1.2 Project Selection Methods 2 Hours
1.3 Project Portfolio, Project Teams 2 Hours
2 Project Organisation
2.1 Project Organisation 3 Hours
2.2 Types of Project Organisations 2 Hours
2.3 Application of Project Management software. 2 Hours
3 Project Planning and Budgeting
3.1 Planning 3 Hours
3.2 Project Profiling Models 2 Hours
3.3 Cost Estimating and Budget uncertainty 2 Hours
4 Project Scheduling & Allocation
4.1 PERT& CPM 3Hours
4.2 Crashing– Goldratt’s Critical Chain 2 Hours
4.3 Project Management & Closure 3 Hours
5 Emerging Issues
5.1 Best Practices in Project Management 3 Hours
5.2 Best Practices in Project Management 2 Hours
5.3 Complex Issues in Communication and Virtual Teams 2 Hours
Total 36 Hours

264