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    GE BMS V SEM-7-10

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    GE BMS V SEM-7-10

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    2 views4 pages

    GE BMS V SEM-7-10

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    of 4

    6.2.2 Beverage manufacturers like Coca-Cola etc.

    (Focus on Managing Trademark


    Protection and Brand Value)
    Unit 3: Navigating Legal Channels (16 hours)
    Classroom Sessions:
    6.3.1 Introduction to Legal Channels for Startups
    6.3.2 Legal Structures for Startups
    6.3.3 Contracts and Agreements for Startups
    6.3.4 Compliance and Regulations for Startups
    Practical Session:
    6.3.1 Choosing a Legal Structure for Your Startup
    6.3.2 Drafting Contracts and Agreements
    6.3.3 Understanding Compliance and Regulations
    6.3.4 Legal Due Diligence and Risk Management
    Essential Readings:
    6.3.1 Bagley, C.E., & Dauchy, C.E. (2011). The Entrepreneur's Guide to Business Law.
    Cengage Learning.
    6.3.2 Kohlhagen, R.W. (2018). Business Law: An Introduction. Cengage Learning.
    Suggested Readings:
    6.3.1 Bygrave, W.D., & Zacharakis, A. (2013). Entrepreneurship: A Process Perspective.
    Cengage Learning.
    6.3.2 Macey, J.R. (2010). Macey on Corporation Laws. Aspen Publishers.
    Relevant Case Studies:
    6.3.1 Tech and IT Device manufacturers like Apple etc. (Navigating Legal Issues for a
    Tech Startup)
    6.3.2 Search engine services like Google etc. (Legal Due Diligence for Acquisitions and
    Partnerships)

    Unit 4: Future-Proofing the Business (16 hours)


    Classroom Sessions:
    6.4.1 Understanding Market Trends and Disruptions
    6.4.2 Innovation and Adaptability for Startups
    6.4.3 Building a Resilient Business Model
    6.4.4 Strategies for Growth and Expansion
    Practical Sessions:
    6.4.1 Analysing Market Trends and Disruptions
    6.4.2 Developing Innovation and Adaptability Strategies
    6.4.3 Building a Resilient Business Model
    6.4.4 Planning for Growth and Expansion
    Essential Readings:
    6.4.1 Christensen, C.M. (2016). The Innovator's Dilemma: When New Technologies
    Cause Great Firms to Fail. Harvard Business Review Press.
    6.4.2 Moore, G.A. (2014). Crossing the Chasm: Marketing and Selling High-Tech Products
    to Mainstream Customers. HarperCollins.
    Suggested Readings:
    6.4.1 Blank, S. (2012). The Four Steps to the Epiphany. K&S Ranch.

    24
    6.4.2 Furr, N., & Dyer, J.H. (2014). The Innovator's Method: Bringing the Lean Start-up
    into Your Organization. Harvard Business Review Press.
    Relevant Case Studies:
    6.4.1 Online e-commerce providers like Amazon etc. (Focus on Innovation and
    Adaptability in the E-Commerce Industry)
    6.4.2 OTT entertainment providers like Netflix etc. (Focus on Building a Resilient
    Business Model through Disruptive Innovation)

    25
    CATEGORY-VI

    COMMON POOL OF GENERIC ELECTIVES (GE) COURSES OFFERED BY THE


    DEPARTMENT

    GENERIC ELECTIVES (GE-5): SCHEDULING TECHNIQUES

    Credit distribution, Eligibility and Pre-requisites of the Course

    Course title Credits Credit distribution of the Eligibility Pre-requisite


    & Code course criteria of the course
    Lecture Tutorial Practical/
    Practice
    Scheduling 4 3 0 1 Class XII Nil
    Techniques with Maths
    (GE-5)

    Learning Objectives

    • To acquaint students with various scheduling problems and their real-life applications.

    Learning outcomes

    After completion of the course, students will possess knowledge and skills required to
    • Gain an understanding of network analysis and related mathematical models.
    • Use standard methodologies for solving network flow problems.
    • Manage projects with deterministic and probabilistic activity times.
    • Carry out time-cost trade-off analysis in a project.
    • Understand the utility of some sequencing problems.

    SYLLABUS OF GE-5

    Unit I: Introduction to Network Analysis (12 hours)


    Meaning and application of a network diagram, Construction of a network diagram, time
    estimates in network analysis, float and slack analysis, critical path analysis, Critical path
    method (CPM) for project management.

    211
    Unit II: Project Scheduling (12 hours)
    Program Evaluation and Review Technique (PERT) for project management, three time
    estimates in PERT, Expected completion time and standard deviation of completion time in
    PERT, probability of project completion within scheduled time.

    Unit III: Project Crashing (12 hours)


    Project time crashing (time-cost trade off analysis): meaning and significance for project
    management, direct and indirect costs, finding optimal completion time of project by doing
    time-cost trade off analysis.

    Unit IV: Theory of sequencing (9 hours)


    Basic concepts: sequencing of jobs through machines; total elapsed time; idle time on a
    machine; Gantt chart, Flow shop problem, Johnsons’ optimality rule, parallel processing.

    Practical component (if any) [30 Hours]–


    Practical/Lab to be performed on a computer using OR/Statistical packages
    • Construct the network of a project with deterministic activity times.
    • Finding different types of floats involved in a project network.
    • Conduct time-cost trade off analysis in the context of a project network.
    • Construct the network of a project with probabilistic activity times.
    • Finding expected completion time and variance of completion time in PERT.
    • Finding probability of completing the project within scheduled time in PERT.
    • Flow shop problem: processing of n Jobs through 2 machines.
    • Flow shop problem: processing of n Jobs through 3 machines.
    • Flow shop problem: parallel processing.

    Essential/recommended readings
    • Elmaghraby, S. E. (1977). Activity networks: project planning and control by network
    models. John Wiley & Sons.
    • Ford Jr, L. R., & Fulkerson, D. R. (2015). Flows in networks. Princeton University
    Press.
    • Levy, F. K., & Wiest, J. D. (2016). Management guide to PERT/CPM; with
    GERT/PDM/DCPM and other networks. Prentice-Hall of India.
    • Swarup, K., & Gupta, P. K., & Mohan, M. (2019). Operations Research (Introduction
    to Management Science). Sultan Chand and Sons.
    Suggestive readings: Nil

    Note: Examination scheme and mode shall be as prescribed by the Examination


    Branch, University of Delhi, from time to time.

    212

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