Case Studies assignment

1. What is future plan of Chitra advertising with IT usage? What kind of decisions would it
support?

Chitra Communications Ltd. has ambitious plans for leveraging information technology to
enhance its operations and services. Here are the key future plans and the types of decisions
they aim to support:

Future Plans:

Analysis of Media Operations

Objective: To provide clients with a realistic advertisement portfolio.
Details: This includes determining the relative allocations for TV, press, and radio, estimating
the number of insertions, their frequency, and planning the advertisement release schedule.

Information System for Discounts:

Objective: To keep track of available discounts in various publications.
Details: This system will help Chitra manage and utilize discounts effectively, ensuring cost
efficiency in their advertising campaigns.

Accelerated Computerization of Branches:

Objective: To centralize operations of southern branches at Bangalore.
Details: Connecting Ahmedabad and Bangalore via DOT's I-NET network to streamline
operations and improve communication and data sharing between branches.

Types of Decisions Supported:

Media Planning and Allocation:

Decisions: Determining the optimal mix of media channels (TV, press, radio) for advertising
campaigns, frequency of advertisements, and scheduling.
Impact: Helps in maximizing the reach and effectiveness of advertising campaigns.

Financial and Operational Efficiency:

Decisions: Managing financial transactions, tracking discounts, and optimizing resource
allocation.
Impact: Ensures cost-effective operations and better financial management.

Client Relationship Management:

Decisions: Providing clients with up-to-date information on their financial dealings,
advertisement schedules, and competitor analysis.
Impact: Enhances client satisfaction and retention by offering comprehensive and timely
information.

Strategic Planning:
Decisions: Analyzing market trends, competitor strategies, and internal performance
metrics.
Impact: Supports long-term strategic planning and decision-making to stay competitive in
the advertising industry.
2. Metro rail risk management; Identify which level 1 activity has maximum CIF and CLF. Please
provide calculations.

Maximum CLF: Feasibility Studies (A) have 0.38

S. Feasibility Studies (A) Risk Risk Impact Composit

No. Risk Source Likeliho Weight (1,) e
Description od (Li) age Likelihoo
(Wi) d Factor
Risks due to delay in
1 approval of detailed 0.45 0.15 0.75 0.07
project report (DPR)
2 Land acquisition risks 0.5 0.2 0.8 0.10
3 Resettlement and 0.45 0.25 0.85
0.11
rehabilitation risks
Approval and permit
4 0.3 0.1 0.7 0.03
risks
Financial and
5 0.3 0.1 0.7 0.03
investment risks
6 Political risks 0.2 0.05 0.5 0.01
Environment related
7 0.2 0.05 0.5 0.01
risks
8 Geo technical risks 0.2 0.05 0.5 0.01
9 Joint Venture (JV) risks 0.15 0.05 0.5 0.01
Total 1 0.38

Maximum CIF: Design and Technology Selection (B) & Diaphragm Wall Construction (J)
have 0.83

S. Design and Risk Impact Composit

No. Technology Likeliho Risk (1,) e Impact
Selection (B) od (Li) Weight factor
Risk Source age
Description (Wi)
Risks of mismatch of
1 design and 0.1 0.15 0.8 0.12
construction methods
Risks of design
changes induced due 0.25 0.12
2 to change in alignment 0.15 0.8
3 Change in geological 0.35 0.1 0.75
and geotechnical
conditions requiring 0.08
changes and
modifications in design
Design modifications
4 required due to utility 0.4 0.2 0.9 0.18
hindrances
Lack of technical
5 0.2 0.1 0.75 0.08
feasibility
Chances of minor
6 0.3 0.1 0.75 0.08
technology failure
 Chances of major
7 0.1 0.2 0.9 0.18
technology failure
Total 1 0.83

SI. Diaphragm Wall Likeliho Impact Composit

No. Construction (J) od (Li) Weight (li) e Impact
Risk Source age factor
Description (Wi)
1 Delay in guide wall 0.2 0.1 0.8 0.08
construction
Collapse of diaphragm
wall panels during 0.3 0.1 0.8 0.08
2 grabbing
3 Major 1 minor
accidents during
0.4 0.2 0.85 0.17
diaphragm wall
construction
Force majeure risks
4 like flood, strike, fire, 0.05 0.2 0.9 0.18
earthquake
5 Inflation risk 0.8 0.1 0.8 0.08
Delay in work due to
6 delayed payment from 0.3 0.1 0.75 0.08
dient
Delay in work due to
7 delayed payment to 0.35 0.1 0.8 0.08
the subcontractor
Delay due to
8 0.3 0.1 0.8 0.08
unforeseen heavy rain
Total 1 0.83
3. CCTNS - comment upon security aspect of the software implementation. What additional
inputs can you provide in today’s situation? Your suggestions might not be from the case
study content.

The security aspect of the software implementation for the Police IT project in Karnataka
involved several key measures to ensure the system's integrity and protection against cyber
threats. Here are some highlights:

Centralized Anti-Virus Software: The project implemented centralized anti-virus software on

servers to maintain a virus-free network, ensure better bandwidth availability, secure data
communication, and protect against spamming.

Network Security: The Karnataka State Police Wide Area Network (KSPWAN) was
established to link police stations with higher police officers, providing a bandwidth of 2
Mbps aggregation capacity. This network was crucial for maintaining secure and efficient
communication.

Data Centre Security: The State Data Centre (SDC) was upgraded to host the Police IT
application, email, web, file storage, and other services. This included centralized anti-virus
and network monitoring to ensure secure data handling.
From your company

Few additional inputs that can be considered in today's situation:

OT Cyber Security Requirements: Implementing a multi-layered defense approach for

technical and administrative controls is essential. This includes ensuring availability,
integrity, non-repudiation, and confidentiality of the system.

Digitalizing Core Safety Processes: Leveraging technology to digitalize, automate, and

integrate core safety processes into an enterprise-level platform can improve data integrity
and provide assurance to decision-makers.

Few best practices for enhancing the security of software implementations:

Security by Design: Incorporate security standards and tools during the design and
development phases of the software. This proactive approach helps identify and mitigate
potential security risks early in the development lifecycle.

Strong Authentication: Implement strong authentication mechanisms for applications that

contain sensitive data or are mission-critical. This helps prevent unauthorized access and
ensures that only authorized users can access the system.
 Security Systems: Utilize security systems such as firewalls, web application firewalls (WAF),
and intrusion prevention systems (IPS) to protect applications in production environments.
These systems help detect and prevent malicious activities.

By combining these measures, we can enhance the security of your software

implementation and ensure that it remains robust against emerging threats.

4. Project Management for Computerisation of Registration Sorting at Ahmedabad. Present

and identify critical path
D.2 D.4 D.6 D.8 D.10 D.12

4 7 7 9 9 19 19 21 21 31 31 46
4 3 4 4 2 4 4 10 4 4 2 4 4 10 4 4 15 4
8 11 11 13 13 23 23 25 25 35 35 50

D.13

46 50
4 4 4
D.1 D.3 D.5 D.7 D.9 D.11 50 54
A.9
A.1 0 3 3 5 5 15 15 17 17 27 27 38
12 3 12 12 2 12 12 10 12 12 2 12 12 10 12 12 11 12 54 58
0 4 12 15 15 17 17 27 27 29 29 39 39 50 0 4 0
0 4 0 54 58 E.3
0 4 A.6 A.7 A.8 B.2
68 69
26 38 38 39 39 54 58 60 0 1 0
0 12 0 0 1 0 0 15 0 B.1 0 2 0 68 69
26 38 38 39 39 54 58 60
0 21
37 21 37
37 58 B.3

60 64
0 4 0
C.1 60 64

0 3
A.2 A.3 A.4 A.5 40 3 40 C.2 C.3 C.4 E.1
40 43
4 11 11 13 13 23 23 26 3 6 6 17 17 21 21 24
0 7 0 0 2 0 0 10 0 0 3 0 40 3 40 40 11 40 40 4 40 40 3 40
4 11 11 13 13 23 23 26 43 46 46 57 57 61 61 64

E.2

64 68
D.14 0 4 0
64 68
26 46
18 20 18
44 64

Critical Path:

A.1->A.2->A.3->A.4->A.5->A.6->A.7->A.8->A.9->B.2->B.3->E.2->E.3 = 69 Days

Attachment1: CPM Excel file – Identified Critical path by Forward & backward pass Method

Attachment2: CPM Pdf file- Identified Critical path by using Primavera P6 software.
5. Project Management for Computerisation of Registration Sorting at Ahmedabad. Comment
about non approval of bar code scanner purchase. How could the project proceed with that
approval? In your opinion, what would be the impact of such decision?

The non-approval of bar-code scanners and thermal printers was a significant concern
during the meeting held on January 6, 1997. Mr. K. Patel, Director, Postal Services, Gujarat
Circle, emphasized that bar-code scanning was an essential component of the project.
Despite the non-approval, he decided to proceed with procuring these items, possibly
against revenue expenditure under "modernisation".

How the project could proceed without approval:

Alternative Funding: The project could explore alternative funding sources, such as
reallocating funds from other budget items or seeking additional revenue expenditure
approvals.
Manual Processes: In the absence of bar-code scanners, the project could rely on manual
processes for sorting and tracking registered mail, although this would be less efficient.
Phased Implementation: The project could implement bar-code scanning in phases, starting
with the most critical areas and expanding as funds become available.
Impact of the decision:

Efficiency: Without bar-code scanners, the efficiency of the sorting process would be
significantly reduced. Bar-code scanning was expected to save considerable time in listing
and sorting registered mail.

Accuracy: Manual processes are more prone to errors compared to automated bar-code
scanning, potentially leading to inaccuracies in mail sorting and tracking.

Project Delays: The lack of bar-code scanners could delay the overall project timeline, as
manual processes would take longer to complete.

Cost Implications: While the initial cost savings from not purchasing bar-code scanners
might seem beneficial, the long-term costs associated with reduced efficiency and potential
errors could outweigh these savings
6. In your opinion, how would Tata steel management ingrain Quality without the motivation
to achieve a prestigious award?

To ingrain quality without the motivation to achieve a prestigious award, Tata Steel
management could focus on several key strategies:

1. Embedding Quality in the Culture: Tata Steel has already made significant strides in
embedding Total Quality Management (TQM) into its culture. This involves creating a
mindset where quality is seen as a core value rather than a means to an end. By fostering a
culture of continuous improvement and making quality a part of the company's DNA, Tata
Steel can ensure that quality remains a priority even without the lure of awards1.

2. Employee Engagement and Training: Engaging employees at all levels and providing them
with the necessary training to understand and implement quality practices is crucial. Tata
Steel has a history of involving employees in quality initiatives through training programs,
suggestion schemes, and small group activities. This not only improves quality but also
boosts employee morale and satisfaction1.

3. Leadership Commitment: The commitment of top management to quality is essential.

Leaders at Tata Steel have shown their dedication to quality by actively participating in
quality management practices and setting an example for the rest of the organization. This
leadership commitment can help sustain the focus on quality even in the absence of external
recognition1.

4. Internal Recognition and Rewards: While external awards are motivating, internal
recognition and rewards can also play a significant role in maintaining enthusiasm for
quality. Tata Steel can implement internal awards and recognition programs to celebrate
quality achievements and encourage employees to strive for excellence1.

5. Customer Focus: Emphasizing the importance of quality in meeting customer needs and
expectations can be a powerful motivator. Tata Steel's focus on providing value to
customers and helping them achieve their business objectives has helped establish strong
customer relationships. By continuing to prioritize customer satisfaction, Tata Steel can
maintain its commitment to quality1.

6. Continuous Improvement: Adopting a mindset of continuous improvement and using tools

like the Plan-Do-Check-Adjust (PDCA) cycle can help Tata Steel stay focused on quality.
Improvement teams and methodologies like the Theory of Constraints (TOC) can drive
ongoing quality enhancements1.

By focusing on these strategies, Tata Steel can sustain its commitment to quality and continue
to achieve excellence without relying solely on the motivation of prestigious awards.
7. What were main causes of Surat floods? Use fish bone representation.

Main Causes of Surat Floods

1. Natural Causes
 Heavy Rainfall: Intense and prolonged rainfall in the Tapi river catchment area.
 Weather Patterns: Low-pressure zones and weather depressions originating in the
Bay of Bengal.
 River Characteristics: Low banks and periodic overflow of the Tapi river.
2. Dam Management
 Ukai Dam Operations: Delayed release of water from the Ukai dam.
 Flood Control Guidelines: Inadequate adherence to flood control guidelines and
manual.
 Water Storage vs. Release: Conflicting needs of water storage for irrigation and
flood control.
3. Urban Planning
 Unplanned Urban Expansion: Rapid and unplanned expansion of the city into flood-
prone areas.
 Infrastructure Design: Poor urban infrastructure design and maintenance.
 Encroachments: Illegal slums and constructions in flood plains.
4. Communication and Coordination
 Flood Warnings: Ineffective and delayed flood warnings and forecasts.
 Inter-Agency Coordination: Lack of coordination between different government
agencies and departments.
 Public Awareness: Low public awareness and preparedness for flood situations.
5. Environmental Factors
 Deforestation: Deforestation in the catchment area leading to increased runoff.
 Siltation: Siltation in the Ukai reservoir reducing its storage capacity.
 Climate Change: Changing climate patterns contributing to more frequent and
intense rainfall events.
 8. What are the advantages and disadvantages of Common Data Exchange (CDX)

Advantages:

1. Improved Efficiency: CDX aims to standardize supply chain integration across the industry,
covering commercial, logistics, financial, engineering, and other kinds of data exchanged
with trading partners, logistics providers, banks, and government entities. This
standardization can significantly improve efficiency by reducing manual activities and errors.

2. Enhanced Data Integrity: By aligning data electronically from server to server, CDX ensures
better data integrity and efficient processing of data exchanges that happen in supplier-
buyer transactions.

3. Streamlined Processes: The implementation of a common platform can automate data

exchange, obviate manual data entries, and provide data interchange capability across the
automotive industry, enabling a streamlined supply chain.

4. Reduced Costs: The standardization and automation of data exchange can reduce the entire
transaction cost by minimizing the need for manual intervention and reducing errors.

Disadvantages:

1. Complex Integration: Each OEM and component manufacturer has different formats and
data types, making it complex to integrate their systems with a common platform5. This
complexity can lead to significant challenges in achieving uniformity of formats and
protocols.

2. Technical Synchronization Issues: Different network service providers require a lot of

technical synchronization, which can be a major problem. For example, messages sent
through one service provider may not reach another due to different protocols and technical
parameters.

3. Dependency on People: The data flow and data integrity between OEMs and suppliers are
often people-dependent instead of being system-driven. This dependency can lead to
inefficiencies and errors if the individuals involved are not adequately trained or if there is a
high turnover rate.

4. Initial Resistance: There may be resistance to adopting a new system, especially if the
previous attempts at implementing a common platform were unsuccessful10. Convincing
members to adopt the new initiative can be challenging, and there may be more questions
than answers regarding the project's success.