managerial systems and operations

8/18/2019 Managerial Systems and Operations

1/24

Managerial Systems andManagerial Systems and

OperationsOperations

1. Learning Log

2. Inventory management system: Theories and data

fow diagram or Marston Lodge

3. eveloping I!T system or Marston Lodge

"or #ssignment or issertation $elp% &lease

!onta't:

r. Sa(id Saeed

)** 1*1 *+*,13-

mail:todrsaeed/gmail.'om

S0ype I: tosa(idsaeed

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mailto:[email protected]:[email protected]


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arning Log

ventory management system: Theories and data fow diagram o

veloping ICT system or Marston Lodge

`

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C!"T#"T$1.+ Learning Log

% T&M and Lean%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%'

%' Inventory management%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%'

%( Improvements thro)gh pro*e+ts%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%(

%, !perations management%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%(

%- $)pply +hain%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%,

2.+ Inventory management system: Theories and diagrams or

Marston Lodge

'% Theoreti+al $)pport or Marston Lodge.s Inventory Management%%%%%%%%%-

'%% Linear and mi/ed integer optimisation%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%-

'%%' Lean Management%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%

'%' Pra+ti+al $)pport or Inventory management%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%

'%( Con+l)sion%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%1

3.+ eveloping I!T system o Marston Lodge

(% 2!T#L P3!4L#M$ I" !P#35TI!"$ M5"56#M#"T C!"T#7T%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%8

(%% 3!!M CL#5"I"6%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%8

(%%' L5C9 ! M!TI;5TI!"%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%8

(%%( L5!


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%0 L#53"I"6 L!6

Thro)gho)t this logE the worF e/perien+e and learning and developmenta+tivities are des+riGed Gy ollowing the refe+tive learning model o

Dris+oll A'000B whi+h organises deGate in whatE so whatE and now what

+on+epts% 4)t the event is e/plained in a ormat o diHerent )estions to

linF my personal e/perien+e with theory and development% In additionE to

linF theory with pra+ti+e I o)nd an arti+le o My+F>@ayne A'00B very

)se)l%

% T&M 5"D L#5"

The most primitive approa+h o management is T&M ATotal &)alityManagementBE deals with the maintenan+eE improvement and

development o the )ality and maFes some eHorts Gy vario)s operations

to satisy the +ons)mers% Lean is also an approa+h whi+h in the Geginning

)sed in man)a+t)ring G)t with the passage o time it has )sed in vario)s

servi+e )n+tions% The main aim o Goth T&M and lean is to s)pply

prod)+ts when +ons)mers want it with pere+t )ality and at minim)m

+ost% 4oth play a vital role in +onstant development and improvement o

the prod)+t A$la+F et al% '00B%

D)ring my le+t)reE tea+her ta)ght me the history o T&M% I learnt that the

2enry ord and his early a+tories were an a+t)al origin o T&M% The

management e/perts o


5/24

de+ision aGo)t inventory some +osts s)+h as storageE holdingE ordering

and set )p +ost sho)ld Ge +onsidered A$la+F et al. '00B%

D)ring the le+t)re on inventory managementE I learnt the te+hni)e o

managing inventory% 4y st)dying )rtherE I +ame to Fnow that the 54C

+lassiJ+ation o diHerent sto+Fs is the most +ommon and eHe+tivete+hni)e whi+h )ses the Pareto prin+iple% This prin+iple maFes a

distin+tion Getween the signiJ+an+e pla+e and vario)s val)es o diHerent

type o sto+Fs% Inventory +an also Ge managed Gy )sing inormation

systems whi+h p)rely Gased on +omp)ter% It has diHerent )n+tions s)+h

as it generates orders and stat)s reportK )pdates the re+ord and ore+ast

the demands% I am s)re that these te+hni)es will help me in my )t)re

*oG in maintaining and managing all re+ords o the inventory%

%( IMP3!;#M#"T$ T23!


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redesigning o prod)+ts or servi+es% It ens)res the e+ien+y and

eHe+tiveness o G)siness operation in order to a+hieve )ality prod)+ts

and desired level o prod)+tivity% or this it +onverts organisational

reso)r+es Ainp)tsB into +ompleted goods andor servi+es Ao)tp)tB ACollier

and #vans '0B%I have some e/perien+e o worFing in a)tomotive ind)stry% I oGserved that

operations management in a)tomotive ind)stry seeFs to in+rease the

perorman+e o man)a+t)ring aGilities o an organisation )sing vario)s

pro+ess improvement and )ality management te+hni)es% These

te+hni)es are lean man)a+t)ringE total )ality managementE and *)st>in>

time% In additionE some other +ontin)o)s improvement te+hni)es are

s)pply +hain management and $i/ $igma% 5ll these methods need a

horiNontal organisational str)+t)re integrated with all the )n+tions o the

organisation A6)pta and 4oyd '001B% The systems in operationsmanagement in a)tomotive ind)stry at organisational level eHe+tively

allo+ate and +ontrol organisational reso)r+es and worFor+e or ea+h

pro*e+t% This pra+ti+e maFes man)a+t)ring o vehi+les more responsive

and fe/iGle in meeting the demands o the +)stomers%

%- $


7/24

Ge+a)se they were well aware o the entire system and thereore they

gave some )se)l tips to the +)rrent employees%

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'%0 I";#"T!3= M5"56#M#"T $ =$T#M: T2#!3I#$ 5"D D5T5 L!@ DI5635M !3

M53$T!" L!D6#Lo+ated Gy the side o hillside at "orth 2illE Minehead Marston Lodge is

one o the e/)isite motels whi+h provide an overview o #/moor% It oHers

g)ests with spa+io)s and re)rGished rooms% #n+ompassed with nat)ral

Gea)ty it provides people with all Finds o a+ilities% rom a Jnan+ial

management perspe+tive Marston Lodge holds a strong position with well

estaGlished organisational str)+t)re% 2owever the owner still demands an

in+rease in proJt margin% This iss)e needs to Ge addressed and +an Ge

a+hieved thro)gh proper inventory +ontrol management% There are

n)mero)s theoreti+al and pra+ti+al Ga+Fgro)nds whi+h +an resolve this

iss)e in+l)ding data fow diagrams and +onte/t diagrams AStevenson, 2007B%

There are also tools and te+hni)es s)pporting inventory and s)pply +hain

management systems in+l)ding dynami+ sim)lationsE linear and mi/ed

integer optimisationE inventory analyti+ methods and sim)lation

te+hni)es AZipkin, 2000B% The present report dis+)sses the theoreti+al and

pra+ti+al Ga+Fgro)nds whi+h +an Ge implemented or Marston Lodge%

'% T2#!3#TIC5L $


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design logi+ o inventory +ontrol in+l)des the optimisation te+hni)es

whi+h help to assess the design s)Gstit)tes A=a)E 88,B% These s)Gstit)tes

in+l)de the mi/t)re and gro)ping o wareho)sesE s)ppliers and prod)+t

storing and sto+Fing strategies% These optimisation models and

te+hni)es +an Ge adopted Gy Marston Lodge or Fnowing +olle+tive+)stomer demandE prod)+t and data fowsE s)pply availaGilityE logisti+s

alternativesE wareho)se handling and employee management% Thro)gh

aggregation the management o Marston Lodge +an solve the iss)e

proGlem o verti+al integration as the optimisation te+hni)es +an help to

estimate networF +omGinations while Gearing in mind the relevant

+onstraints o logisti+s% These also in+l)de marFet demand and prod)+tion

o plants% )rthermore the management Goard needs to develop a

+omprehensive design +omprising o design options and )n+tional

relationships% The )n+tional relationship sho)ld in+l)de the +omGinations

o prod)+tion sites and distriG)tion sites% The ass)mptions +an Ge

simpliJed or G)siness pra+ti+e in+l)ding the analysis o prod)+t fows

rom wareho)ses to the marFets% 2oweverE siNe limitation +an Ge a

disadvantage or a +omplete s)pply +hain analysis AKrajewski, 1999B%

'%%' L#5" M5"56#M#"T

2otel ind)stry o+)ses )pon lean management or +ontrolling and

in+reasing organisation.s internal e+a+y% It lends a hand or +)stomers

or getting Getter systems thro)gh o+)sing )pon the savings d)ring the

+y+le o +ost red)+tion and prod)+tion AArnheiter, 2005B% Marston Lodge +an

maFe )se o lean management in whi+h distriG)tors +an Ge permitted or

in+reasing prod)+t availaGility or in+reasing net proJts% The management

+an also )se the a+ility or de+reasing +onstraints )pon goods% Marston

Lodges +an )tilise lean thro)gh inGo)nd trailer +y+le and spa+e )tilisation

or strengthening s)pply +hain and inventory pro+esses% Lean +an also

perF )p the +y+le time Gy de+reasing the operational +osts% The present

time depi+ts the gaining o shorter prod)+t lie +y+les d)e to altering

demands o the +)stomers% 2en+e a *)st in time strategy sho)ld Ge

applied or the operations +arried o)t Gy Marston Lodges. management% This +an add )p the proJt levels Gy aGridgingE optimising and reorganising

operations% The s)pply +hain management and logisti+sE red)+tion o

wastes +an also Ge well organised or gaining the +ompetitive advantage

and improving the o)tGo)nd and inGo)nd fows ABicheno, 2008B%

'%' P35CTIC5L $


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Order system

!rder o sales

3et)rnedgoods

stat)s o)navailaGle goods

detailed while deJning the pro+esses% They give a vis)al s)pport to

interpret the +omple/ management systems% The Find o data in+l)ding

the inp)t and o)tp)t rom the system are ill)strated as to )nderstand the

time taFen or pro+esses and the se)en+e to Ge ollowed or +arrying o)t

a tasF% The +onte/t data fow diagrams show the relations among theentities and system while +arrying o)t a spe+iJed tasF% It is taFes a++o)nt

o the whole system whi+h is represented as a single entity ACamposE

'00,B% It has diHerent levels however the report o+)ses )pon level 0

whi+h Marston Lodge +an adopt or its inventory management system%

The inventory management system ill)strated is well organised and +an

Ge properly implemented Gy the management with respe+t to the present

s+enario where there is no ade)ate means o managing laGo)rE

transportation o goodsE Feeping an eye on sto+F levels and a++o)nting

system% 2en+e there is no +ooperation among the departments o the

Lodge and +an Ge developed thro)gh the implementation o the aGove

mentioned system% Marston Lodges has a well estaGlished managerial

str)+t)re with ?ames Thoma as the operational manager who is the main

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entity in the inventory system% 2e +an retrieved eedGa+F rom the system

and then provide his opinions along with the +)rrent stat)s o inventory

and +ost details% This +an help him or maintaining the entire sto+F%

5dditionally 9athryn 2)ghes is the top +he who manages the inventory o

meat and vegetaGles lo+ally as people preer organi+ diet% The armslo+ated in @ales +an Ge the main entity or transporting the goods while

handing over a distriG)tion or shipping slip% 2en+e the +ompli+ated tasF

+an Ge made easier or 9athryn% The tasFs or r)nning a++o)nting system

Gy ?amie Taylor +an also Ge made straightorward thro)gh only +he+Fing

the invoi+e and eedGa+F rom the system% People responsiGle or logisti+s

+an also get help thro)gh the system Gy mer+hants who get p)r+hase

orders% 2en+e the goods +an easily Ge transported to the lo+ation%

Conse)ently the +omple/ and sophisti+ated system o inventory +ontrol

+an Ge simpliJed Gy implementing data fow diagrams%

'%( C!"CL


12/24

(%0 D#;#L!PI"6 ICT $ =$T#M ! M53$T!"L!D6#

(% 2!T#L P3!4L#M$ I" !P#35TI!"$ M5"56#M#"T

C!"T#7T!perations management in relation to hospitality ind)stry indi+ates day>

to>day a+tivities that hotel management needs to perorm in order to Feep

the system r)nning smoothly A?onesE '001B% Marston Lodge +ase st)dy

indi+ates +ertain ho)seFeeping and onsite proGlems that hotel a+es%

These proGlems are dis+)ssed in this se+tion with reeren+e to operations

management%

(%% 3!!M CL#5"I"63eerring to the +ase st)dy o Marston LodgeE the hotel rooms are ailed to

pass hygieni+ needs o the +)stomersE and la+F o +leanliness standards in

the lodge are +a)sing the hotel GooFings down% 3agh)Galan A'008B

asserts that +leanliness in hotels and motels is one o the vital +riteria o

sele+tion rom the point o view g)ests% )rthermoreE it is the

responsiGility o the hoteliers to maFe availaGle sae and so)nd

environment to the g)ests% 2oweverE in the present sit)ationE the

ho)seFeeping arrangements in most o the hotels worldwide are notstandardised and this is similar in the +ase o Marston Lodge% alGo A888B

mentioned that +leanliness o rooms and other s)rro)ndings is the

)ndamental a+tor whi+h motivates or de>motivates g)ests to revisit

hotel% ThereoreE it +ontriG)tes signiJ+antly to the hotel reven)e and

reservations%

The oremost +leanliness iss)es are evident d)e to internal a+tors% $ome

o the a+tors in+l)de la+F o training to +leanliness staHE la+F o

+leanliness Fnowledge and sFillsE less time given or +leaningE and

inappropriate +ontrolling and monitoring A9appaE '001B% In the Marston

LodgeE it is also evident rom the staH +omments that they are not given

proper time to +lean ea+h room and sent to another room Geore the

allo+ated time%

?ones A'001B emphasised on +omm)ni+ating with +leanliness staH d)ring

s)pervision and inspe+tion o +leaned rooms% ollowing the

+omm)ni+ation theoryE the importan+e o +omm)ni+ation is a so+ial

a+tivity in organisational +onte/t A5nsersonE 88B% In additionE the time

management is very important aspe+t to ta+Fle ho)seFeeping iss)esA3agh)GalanE '008B% Th)sE the s)pervision staH espe+ially ?im TalGot Athe

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head o +leanersB in Marston Lodge needs to +he+F room attendan+e

reg)larly or the delivery o high )ality servi+e standards% D)ring the

s)pervision he needs to +omm)ni+ate with the +leaning staH to give them

+onJden+e and motivation% The ma*or iss)e o time management also

needs to Ge addressed%

(%%' L5C9 ! M!TI;5TI!" The dis+o)raging +omments rom +leanersE la)ndry staHE re+eptionistE and

even hotel manager in the +ase st)dy indi+ate the la+F o motivation

whi+h +a)ses +onfi+t Getween the departments% )rther the la+F o onsite

a+tivities also tends to de>motivate staH in providing Getter servi+es to

g)ests% 5++ording to the S2awthorne #He+t. theory o motivationE

s)rveying staH at reg)lar Gasis is normally a )se)l pra+ti+e to s+r)tinise

whether the staH is motivated and th)s perorming to Gest eHe+t ALewis et

al. '00B% 5part rom the data oGtained thro)gh )estionnairesE thepro+ed)re also involves dis+)ssing proGlems with staH and taFing

+orre+tive a+tions to resolve their proGlems% Conse)entlyE they will Ge

en+o)raged to Ge a++o)ntaGle or a G)rden and Ge proessional

ho)seFeepers% Lewis et al. A'00B also emphasised the adoption o the

approa+h o motivation Gy providing training to staH whi+h +onse)ently

helps to improve their worFing aGilities and impressing g)ests with good

e/perien+e%

(%%( L5!


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+omplaints are rising in this regard% The implementation o an ICT system

+an also address +he+F>in and +he+F>o)t proGlems Gy Feeping re+ords o

g)ests. +he+F>in and +he+F>o)t times more eHe+tively%

(%' ICT P3!?#CT T! $


15/24

The pro*e+t planning is the Fey step o pro*e+t management in initiating

any pro*e+t APro*e+t Management Instit)teE '0(B% Many pro*e+t

management tools e/ist whi+h help the pro*e+t manager to s+hed)le

pro*e+t a+tivities in whi+h @orF 4reaFdown $tr)+t)re A@4$B and 6antt

+hart are pop)lar and )sed Gy most o the organisations%

(%(% $I6"IIC5"C# ! @!39 43#59D!@" $ T3


16/24

s)GtasFsE all partial )n+tions +an Ge +omGined to get a )lly )n+tional

pro*e+t refe+ting the needs o the staFeholders A$eligE '001B%

(%(%' @4$ ! P3!P!$#D ICT P3!?#CT ! M53$T!" L!D6#5 typi+al ICT pro*e+t may +onsist o Jve ma*or tasFs in+l)ding: proGlem

deJnitionE easiGility st)dyE analysisE designE and implementation ADennis

et al. '001B% 4ased on these steps a @4$ is developed or a proposed ICT

pro*e+t o Marston Lodge%

ID Task Subtasks Case study application

#. I!T &O!T M#STO LO4

#1 &ro5lem de6nition5%

ProGlem identiJ+ation

Poorly +leaned roomsE long )e)es at +he+F in

and +he+Fo)tE la+F o onsite tasFs

5%' $tatement o worF 5ddressing proGlems

5%

(Pro*e+t s+hed)ling Planning thro)gh @4$

#2 "easi5ility st7dy

5'%

Pro*e+t reso)r+es

Comp)ter hardwareE operating systemE

se+)rity systemE sotware or managing

operations5'%

'DeJne standards

5'%

( Pro*e+t G)dget

5'%

,

3esear+h networFing

e)ipment@irelessE GroadGandE D$L

5'%

-$taFeholder re)irements 5pproval rom staFeholders

#3 #nalysis5(%

Identiy risFs 3isF register and risF matri/

5(%

' Te+hni+al test pro+ed)res ConJg)ration test plan

5(%(

3e)irements analysisInormation te+hnology needsK

Tele+omm)ni+ation needsK networFing needs5(%

,5nalyse training needs $taH training development

5(%

-5nalyse platorm options @orFstations and servers

5(%

;alidating re)irements

Comm)ni+ationE )pholding re+ordsE

reservation systemE Gilling systemE

improvement o la)ndry system +he+F>in

and +he+F>o)t system

#* esign5,% $ystem prototype

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5,%

'5ddition staH hire ICT staH a+)isition

5,%

(5ssign tasFs 3elevant pro*e+t staFeholders

5,%,

Design systems 3eservation systemE Gilling systemE la)ndrysystem +he+F>in and +he+F>o)t systems

5,%

-Develop ICT inrastr)+t)re $otware li+en+es

5,%

"etworF spe+iJ+ations L5"E @5"E inter+onne+tionE wireless

#, Implementation5-%

Implement the system

3eservation systemE Gilling systemE la)ndry

system +he+F>in and +he+F>o)t systems5-%

'


18/24

o risF treatment strategy% 3isF matri/ is +onstr)+ted on the Gasis o risF

register where weights are assigned to diHerent risFs%

!ne o the prominent GeneJts o )sing risF matri/ is to identiy risFs with

more severity and thereoreE need to Ge addressed at )rgent Gasis Gy

adopting a +ost>eHe+tive way o mitigation% LiFe other organisationsEtraditional G)dget hotels s)+h as Marston Lodge are also +on+erned with

+ompleting pro*e+ts within a limited G)dget and reso)r+es and in this

regardE the risF matri/ helps them to manage risFs eHe+tively%

The liFelihood and impa+t o risFs +an Ge meas)red rom high to low s+aleE

G)t it m)st Ge Fept in mind that risFs with low liFelihood +annot Ge

reliaGle% ThereoreE +ompanies need to +al+)late risF levels Gased on ea+h

pro*e+t stage or event rather than the entire pro*e+t APro*e+t Management

Instit)teE '0(B% Co/ A'001B arg)es that there is no do)Gt that it is )se)lor identiying and assigning weights to ea+h risFE G)t on the other hand i

the weights are assigned wrongly to ea+h a+tor then pro*e+t +an Ge at

ma*or risF o delay or even s)spension% The a)thor also identiJed that a

risF matri/ +an Ge e/posed to amGig)o)s inp)ts and o)tp)ts% This means

that inp)ts s)+h as re)en+y and impa+t +lassiJ+ation and o)tp)ts s)+h

as risF ranFing need s)G*e+tive interpretation%

(%(%' 3I$9 M5T3I7 ! M53$T!" L!D6# ICT P3!?#CT3isFs linFed with an ICT pro*e+t are the inherent part o hotel risF

management strategy as they are s)G*e+t to vario)s internal and e/ternalthreats% 5 range o possiGle risFs in+l)de: high +ostE se+)rity threatE

o)tso)r+ingE disaster re+overE te+hni+al risFsE third party +ontra+tsE

dee+ts and )pdate risFsE data Ga+F)p risF sotware li+en+e +omplian+e

et+% A2anseth and CiGorraE '00K ThiadensE '001K Pather et al. '0B%

2oweverE the most prominent ICT risF area is to determine how newly

implemented ICT system will )n+tion and )lJll the needs o the

staFeholders% ThereoreE implementing or )pgrading an ICT system +an

have a game>+hanging impa+t on the entire hotel and its potential impa+t

+an greatly aHe+t its G)siness% Most o timesE the +hanges are positive G)taGove stated risFs +an greatly aHe+t the s+ope o the pro*e+t% $oE a +are)l

planning is re)ired or otherwise new ICT system +an have several

negative eHe+ts on g)estE employeesE and management%

The risFs identiJed aGove are +ategorised and des+riGed in detail in the

risF register in taGle %

ICT manager 9iri4awe)siness

er

Uaynor PolowsFi

Page |


19/24

is0

'ategoryis0 title is0 des'ription

Li0eliho

od

Impa

't

S

9$

$trategi+

risFs

Pro*e+t viaGility ;iaGility o e proposed G)siness modelE

delaysE staFeholder permissionsE time or+ost overr)ns

0%1 0%1 2i

$trategi+

risFs

Competition 2ighly +ompetitive environment in

hospitality ind)stry

0%1 0% 2i

Commer+ial

inan+e

risFs

2igh +ost Cost o Jnan+ingE interestE system G)ilding

+ost et+%

0%1 0%1 2i

Commer+ial

inan+e

risF

$otware

li+en+ing

;endor risF and high +osts o a+)iring

li+en+es

0% 0%' Lo

Commer+ial

inan+e

risFs

Complian+e Legal a+tions or penalties in +ase o non>

+omplian+e with governments

environmental and prote+tion laws in

hospitality se+tor

0%' 0% Me

m

!perating

risFs

ra)d integrity ThetE misappropriation o ICT systemE +redit

+ard ra)ds

0%, 0% 2i

!perating

risFs

$ystem ail)re

risF

3isF o h)ge loss and damage i entire

system will not )n+tion or ail to meet

e/pe+tations

0% 0%1 2i

!perating

risFs

Te+hni+al risF Te+hni+al a)lts in ICT system 0% 0%, Me

m

!peratingrisFs


20/24

4ased on the risF register in taGle E the risF matri/ or a proposed ICT

pro*e+t o Marston Lodge is developed in taGle ' Gy p)tting ea+h risF into

relevant Go/ a++ording to the its liFelihood and impa+t on ICT pro*e+t% 5s

shown in taGle ' that risF n)mGer E 'E (E E E and ( have high

impa+ts on pro*e+t and thereore re)ire or a+hieving s)++ess%Li0elihood

+.; 3isF' 3isFE

3isF(+.8 3isF, 3isF1 3isF 3isF+.* 3isF8 3isF, 3isF+.2 3isF0 3isF-E

3isF'

3isF(

+.1 +.2 +.* +.8 +.;I m p a ' t

$everity

s+ale

Low Medi)m 2igh

Table #: $isk %atri& !arston "ode ICT Project

(%(%( 3#C!MM#"D#D P3!?#CT T#5M5s per salient re)irementE it is ne+essary to re+ommend a pro*e+t team

or this pro*e+t% In this regardE taGle ( re+ommends the proposed team orthis pro*e+t%

Team mem5er &7rpose

Existing

The hotel manager or monitoring and +ontrolling entire pro*e+t

generally

ICT manager or monitoring and +ontrolling entire pro*e+t

spe+iJ+ally

2otel G)sinessmanager

or arranging )nding and other Jnan+ialmatters

Contra+t manager or internal and e/ternal +ontra+ts with parties

a+ilities

management head

To ens)re that new system meet the

re)irements related to a+ilities management

2ead o hotel

se+)rity

To ens)re that new pro*e+t )lJll all se+)rity

meas)res

2otel maintenan+e

manager

or system maintenan+e

New hirePro*e+t manager To manage and organise whole pro*e+t

Page | 8


21/24

ICT s)pport worFer To help in developing and maintaining new

system

ICT s)pport worFer ' To help in developing and maintaining new

system

ICT s)pport worFer ( To help in developing and maintaining newsystem

3##3#"C#$ $#CTI!" ICollierE D% and #vansE ?% A'0B% '! (% (rd editionE Cengage Learning

Dris+ollE ?% A'00B% Practisin Clinical Super)ision: * $e+ecti)e *pproac,

for -ealt,care Professionals% 'nd ed% #dinG)rgh: 4ailliere Tindall #lsevier

#llingerE 5%#% and #llingerE 5%D% A'0,B Leveraging h)man reso)r+e

development e/pertise to improve s)pply +hain managersV sFills and

+ompeten+ies% uropean /ournal of Trainin and De)elop%ent E (1A'BE

pp%1>(-

6)ptaE M%C% and 4oydE L%2% A'001B% Theory o +onstraints: a theory or

operations management% International /ournal of 'perations !anae%ent0

'1A0BE pp% 88>0'

LorentNE 2% TWyliE ?%E $olaFiviE T% and !*alaE L% A'0(B Priorities and

determinants or s)pply +hain management sFills development in

man)a+t)ring Jrms% Supply C,ain !anae%ent: *n International /ournalE

1A,B pp%(-1>(-

My+F>@ayneE ?% A'00 . "inkin T,eory and Practice in Teac,er ducation:

*n *nalysis of t,e $e+ecti)e2in3uiry *pproac, to Preparin Teac,ers to

Teac, in 4rban Sc,ools% Pro&)est

$la+FE "%E ChamGersE $% and ?ohnsonE 3% A'00B% 'perations %anae%ent %

Pearson #d)+ation

3##3#"C#$ $#CTI!" IIArnheiter, E. ., ! "a#e$e%%, &. '2005(. )he inte*ration o% #ean +ana*e+ent an Si- Si*+a.

The TQM magazine, 17 '1(, 518.

Bicheno, &. '2008(. The lean toolbox for service systems. /SE ooks.

a+pos, 3. "., 4ernne63na, &. "., ! ete, &. 4. '200(. :sin* conte-t in%or+ation in

strctre oc+ent retrieva#; an approach ase on in%#ence ia*ra+s. Information

processing & management , 40'5(, 82987.

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art+ann, ., ! )rew, ). '2008, Septe+er(. :sin* %eatre ia*ra+s with conte-t variai#it$

to +oe# +#tip#e proct #ines %or so%tware spp#$ chains. n Softare !ro"#ct $ine

%onference '00() S!$%*0() 1'th International 'pp. 1221(. EEE.

Krajewski, 3. &., ! raw

i##@rwin.

a, . =. '199(. /roction an inventor$ +ana*e+ent.

Zipkin, /. . '2000(. -o#n"ations of inventory management '?o#. 2(. ew ork; "c>raw

i##.

3##3#"C#$ $#CTI!" III5ndersonE ?%5% A88B% Co%%unication T,eory: piste%oloical

5oundations% 6)ilord Press

4harwaniE $% and MathewsE D% A'0'B% 3isF identiJ+ation and analysis in

the hospitality ind)stry% Worldwide -ospitality and Touris% T,e%esE ,A-BE

pp% ,0>,'

ChanE 9%T%E LeeE 3%2%9%E 4)rnettE ?% A'00B% Maintenan+e perorman+e: a

+ase st)dy o hospitality engineering systems% 5acilitiesE 8 A(,B pp%

,8,>-0,

CoGanogl)E C%E CorGa+iE 9% and 3yanE 4% A'00B% 5 +omparative st)dy: the

impa+t o te+hnology in lodging properties in the ,0

ColeE 6%E 5% A'00(B% !anae%ent t,eory and practice% th ed%


23/24

2amE $%E 9imE @% 6%E and ?eongE $% A'00-B% #He+ts o inormation

te+hnology on perorman+e in )ps+ale hotels% International /ournal of

-ospitality !anae%ent E ',A'BE pp% '1>'8,

2enleyE ?%5%E CotterE M%?% and 2erringtonE ?%D% A'00,B% &)ality and Pri+ing in

the 2otel Ind)stry% International /ournal of -ospitality 6 Touris%

*d%inistrationE -A,BE pp%-(-

2ansethE !% and CiGorraE C% A'00B% $isk0 Co%ple&ity and ICT % #dward

#lgar P)Glishing

?onesE T%?% A'001B% Professional !anae%ent of -ousekeepin 'perations%

,th editionE ?ohn @iley and $ons

9amar)ddinE =% and 5hmadE "%5% A'0'B% Inormation and +omm)ni+ation

te+hnology appli+ation.s )sage in hotel ind)stry% /ournal of Touris%0-ospitality 6 Culinary *rtsE ,A'BE pp% (,>,1

9appaE M%E M%E "its+hFeE 5% and $+happert A88B% 2o)seFeeping

Management% !anain -ousekeepin 'perations% #d)+ational Instit)tion

o the 5meri+an 2otel and Motel 5sso+iation

LewisE P%E 6oodmanE $%E andtE P% and Mi+hlits+hE ?% A'00B% !anae%ent:

C,allenes for To%orrow7s "eaders% -th editionE Cengage Learning

"anFervisE 5% 3% A88(B% #nhan+ing Prod)+tivity in the 5)stralian 2otelInd)stry: The 3ole o 2)man 3eso)r+e Management% $esearc, and

Practice in -u%an $esource !anae%ent E ABE >(8

PatherE $%E 3emenyiE 4% and 3emenyiE D% A'0B% !anain $isks of ICT

Projects% 5+ademi+ Coneren+es Limited

Pro*e+t Management Instit)te APMIB A'0(B% * 8uide to t,e Project

!anae%ent Body of 9nowlede: P!B'9 8uide. -th editionE Pro*e+t

Management Instit)teE In+orporated

3agh)GalanE $% A'008B% -otel -ousekeepin: 'perations and !anae%ent %'nd editionE !


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ThiadensE T% A'001B% ICT 8o)ernance0 !anae%ent and 'raniation%

L)l)%+om

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managerial systems and operations

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