MLD 601

HARVARD UNIVERSITY
JOHN F. KENNEDY SCHOOL OF GOVERNMENT
OPERATIONS MANAGEMENT
MLD-601 SYLLABUS
Fall 2016
T/Th 10:15 a.m.11:30 a.m.
Room: L-140
Recitation Options:
F 10:45 a.m. 10:00 a.m. Room: BL-1 (Weil)
F 10:15 a.m. 11:30 p.m. Room: BL-1 (Weil)
Instructor:
Mark Fagan, T-368, 617-947-2586, mark_fagan@hks.harvard.edu
Office Hours:
Tuesdays and Thursdays 1:30 to 5:00
or by appointment
Faculty Assistant: Veronica Chapman
Email: veronica_chapman@hks.harvard.edu
Version: 7/25/2016
Course Objectives and Overview

Have you noticedthe provision of inefficient and/or poor quality public services?
Have you thoughtthere must be a better way.
Then this is the course for you!
This course is an introduction to Operations Management with a focus on the public sector. It
teaches how managers create public value by delivering services effectively and efficiently. We
will examine value considering public welfare and safety, social equity, and resource utilization
across a range of services from healthcare to education to transportation. Our examination of
effectiveness is based on the rights right service, right quality, right time and place. Efficiency
centers on lowest total cost direct provider costs, direct recipient costs, indirect societal costs
and optimal use of resources.
The course begins with a look at value creation in the public sector. Next, quality service
delivery will be explored followed by techniques for efficient delivery of services. With this
foundation, performance measurement and management will be examined. The course continues
with a look at the role of technology and operations management in the developing world. At the
end of the course students will be able to:
1. See opportunities to improve operations.
2. Diagnose the problems and barriers to creating value.
3. Design effective and efficient solutions.
4. Apply concepts to solve client issues.
The course features experiential learning through a consulting project with a local government
agency or non-profit organization. Students work in teams of 4-6 classmates to tackle a real
operations management issue facing a client. Past clients have included the City of Boston,
Childrens Hospital, Massachusetts Department of Youth Services, Massachusetts Department of
Revenue, and Rose Kennedy Greenway Conservancy. The projects begin the second week of
classes and culminate in a presentation to the class and client as well as a formal report at the end
of term.
The course will focus on the provision of services. As such it will be unlike traditional courses in
Operations Management that focus on manufacturing products. Rather students will learn how
organizations provide services and information to produce public value.
Course Outline
The course will be taught using a blend of cases, theoretical and practical readings, and
interactive simulations exercises. The major topics covered in this course are:
Value Creation
We will begin the course by looking at how operations management creates public value.
Quality Service Delivery
This section covers key concepts for delivering quality services including TQM,
moments of truth, process mapping, quality via reengineering, and quality via employee
engagement.
Efficient Service Delivery
This section of the course shows you tools and techniques for greater efficiency in the
delivery of services: organizing workflows, managing
capacity/throughput/utilization/bottlenecks, optimizing queues, addressing demand peaks,
applying lean concepts and delivering services through a supply chain.
Performance Measurement
How do you know you are improving operations? This section provides tools and
management techniques for assessing effectiveness and efficiency.
Role of Technology
This section addresses the fundamental question all managers should ask when
introducing a new technology into their organization: What value does the technology
add? We examine this question through a number of cases, looking at the operational and
strategic benefits of IT.
Operations Management in the Developing World
Operations managers in developing counties often face issues that push the basic
concepts to the edge such as rapid response to disasters, scaling up and distributed
delivery of services. As we wrap up the class we will explore how managers can navigate
these challenges.
Audience
The course will serve both general managers and consultants who want an understanding of how
to maintain, improve or change their organizations operations, as well as managers with specific
responsibility for day-to-day operations. There is no formal course prerequisite but previous
exposure to management courses is recommended.
Friday Recitation
Recitation class is held on most Fridays. Two sessions are offered: 8:45-10:00 and 10:15-11:30.
You can select either session to attend. (You can switch times as you wish.) The sessions are an
opportunity for students to apply the classroom concepts and tools to real world problems. A few
sessions are for special topics such as an overview of consulting prior to beginning the client
projects. Recitation attendance is not mandatory but highly recommended.
Student Assessment
1-on-1 Reengineered Process -- 25%
Identify, analyze, and solve an operations management issue/problem you find interesting. Your
work will be communicated during a 15 minute 1-on-1 meeting with the instructor. You are
welcome to use visuals to help convey your story. Feedback and your grade will follow
immediately after the discussion.
Analytical Exam -- 20%
You will analyze a short case study to determine the capacity, throughput and resulting quality of
a service delivery process. You will then provide recommendations on how to improve the
efficiency and effectiveness of the delivery process. This is an open book, take home exam. The
exam may NOT be discussed with anyone. It will be handed out on a Friday October 21 at 2:00
PM and due no later than Monday October 24 at 6:00 PM. (It should take 4-6 hours to complete.)
Client Project 40%
You will work in a team of 4 to 6 people on one of the client projects. The projects will involve
real problems that government agencies and non-profit organizations need solved. Your task is to
significantly progress the clients issue. The final output consists of two deliverables. First is a
work-in-progress presentation to the class and client which highlights the issue, your analysis
3
and your preliminarily ideas for resolving the challenge. The presentations are during class, two
weeks before the end of term. Second is a final paper that details your work. (The client might
also request a briefing memo or internal presentation that you will work out with them directly.)
You will have bi-weekly status meetings with our CA or me to review progress.
Your grade may be adjusted up or down a grade based on a 360-degree assessment of you by
your team and the clients assessment of your teams performance.
Class Participation -- 15%
Class participation is essential to the course since much of what you learn will come through
conversations with your colleagues. Your participation grade is based on in class
comments/discussion. You will be discussion catalyst for one class during the semester. In this
role you will receive a pre-class assignment and may be called upon to start, foster, and/or
synthesize class discussion that day. You will sign up for the class you would like to be catalyst
for on a first come basis.
Expectations of Professionalism
Note on Ethics: You are expected to abide by the University policies on academic honesty and
integrity. Violations of these policies will not be tolerated and are subject to severe sanctions up
to and including expulsion from the University.
Note on Attendance: Punctual attendance is also part of your overall grade. If you miss more
than 3 classes, your final grade will be reduced by half a letter grade; a full grade if you are
absent 5 or more times. You must provide a written response to the Discussion Questions for any
missed classes. If you are late more than 3 times, your final grade will be reduced by half a letter
grade.
Grading
I will assign grades according to the following HKS-recommended distribution:
A:
10-15 percent
A20-25 percent
B+
30- 40 percent
B
20-25 percent
B- or below 5-10 percent
Materials
Course materials are available through the course page on Canvas.

Pre-class videos: I will record some lectures for viewing prior to class. This will enable
us to maximize time devoted to problem solving. These are posted on the course page.
Slides used during class are provided in hard copy at the beginning of each class.
The frameworks/concepts used are provided (hard copy and electronically in Canvas) in a
toolkit format after each class.
Class Ground Rules

Start on time; end on time
If you can not be thereemail me
Prepare and participate
I cold call
Expect polite pushback; you may do the same
No multitasking ergo No Electronics
Do not understand? Ask. Frustrated? Tell me.
I can not spel no laughing
CLASS SCHEDULE (PRELIMINARY, SUBJECT TO CHANGE)

1. Thursday September 1, 2016
Value Creation Through Operations
Required Preparation:
TSA: Creating Public Value...at a Cost, Fagan, Mark, (Cambridge: 2011), pp. 1-18.
Creating Public Value: Strategic Management in Government Moore, Mark, (Cambridge:
Harvard University Press 1995), Chapter 2 Defining Public Value, pp. 27-56.
Pre-class Video 1a: Creating Public Value
Pre-class Video 1b: Who/What Framework
Pre-class Video 1c: TSA Case Context
Supplementary Readings:
The Accenture Public Sector Value Model, http://www.issa.int/pdf/cracow04/2AnnexYounger.pdf
Value of Improved Public Services: An Application of the Choice Experiment Method to
Estimate the Value of Improved Wastewater Treatment Infrastructure in India, Birol and Das,
2010, http://www.mse.ac.in/pub/working%20paper%2051.pdf
Discussion Questions:
1. What value does TSAs airport screening operations create? What are the associated costs? Is this
an attractive value proposition for the air traveler? The public?
2. How does the organization define and deliver quality service?
3. How efficiently does TSA screen passengers?
4. How does the agency utilize technology and human insight?
5. How does TSA measure its success?
Friday September 2, 2016 Recitation #1: Calculating Public Value

*** Note: Special Time 4:15-5:30 ***
***Note: Bring laptops***
2. Tuesday September 6, 2016
Quality Operations
Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand
Oaks: Sage Publications 1993), pp. 1-52.
Service Operations Management: Strategy, Design, and Delivery, Hope, Christine and Alan
Muhlemann, (Danvers: Prentice Hall 1997), "Marketing Interface", pp. 99 - 110, 114 - 117.
Pre-class Video 2a: Total Quality Management -TQM
Pre-class Video 2b: The Ultimate Question
Pre-class Video 2c: Martin Redux (optional)
**Bring to class three examples of quality organizations. What are the attributes that make
them high quality?
Zen and the Art of Motorcycle Maintenance, Pirsig, Robert, (New York: William Morrow and
Company 1974), Chapter 17, pp. 202-209.
Summary: The Ultimate Question: Driving Good Profits and True Growth by Fred Reichheld,
Fagan, Mark.
1. What is quality?
2. What characteristics describe quality service delivery?
3. Is quality free?
4. What are the requirements to create a quality culture?
5. How is quality measured when delivering public services? How does quality create value?

Process Mapping: Starting Point for Operations
Process Fundamentals, HBS, 9-696-023, 2009
Background Note, Business Process Mapping, Landel and Snyder, 2010.
Oaks: Sage Publications 1993), pp. 59-60, Figure 6.3 and Table 6.2.
.
Better Faster: Streamlining Recruitment in the APS, Australian Public Service Commission,
Australian Government, http://www.apsc.gov.au/publications-and-media/archive/publicationsarchive/streamlining-recruitment
Process mapping software examples: https://www.smartdraw.com/business-processmapping/process-mapping-software.htm?id=49244&gclid=CjwKEAjwiMe8BRD0ts3VtvohWgSJAAZurk1losr9mUuV-8ZeDAqJHd15koTUQOcyyxJ_ZW0ApYcOhoCmrLw_wcB
https://ardoq.com/business-process-mapping-software/?gclid=CjwKEAjwiMe8BRD0ts3VtvohWgSJAAZurk1uDYAeMR97Txa33J_ACtV0pdqPvjPd2yaInt95rBM2hoC11Lw_wcB
1. What is the value of mapping processes?
2. What is the difficulty of mapping processes?
3. Beyond the process steps what additional information can be incorporated into the map?
4. What does the TSA passenger screening process map look like? From the passengers
perspective? From TSAs perspective?
September 9, 2016 Recitation #2: Consulting 101, Teams 102

Mapping with Interrelationships and Feedback System Dynamics
Business Dynamics: Systems Thinking and Modeling for a Complex World, Sterman, John, (New
York: Irwin McGraw-Hill, 2000), pp. 3-39.
Pre-class Video 4a: System Dynamics Basics
Pre-class Video 4b: System Dynamics Application to Slippery Rail (optional)
System Dynamics Methods: A Quick Introduction, Craig Kirkwood, Arizona State University,
1998. http://www.public.asu.edu/~kirkwood/sysdyn/SDIntro/SDIntro.htm
1. What is the power of causal loop mapping?
2. What is an example of a virtuous cycle? Vicious cycle?
3. How could system dynamics modeling be used to understand the 2007/8 Great Recession?

Moments of Truth and Root Cause of Failure
United Breaks Guitars, Deighton and Kornfeld, Harvard Business School, 2010.
NASAs Moments of Truth, Fagan, 2011
At Americas Service: How Corporations Can Revolutionize the Way They Treat Their
Customers, Albrecht, Karl, (New York: Down Jones-Irwin 1988), Service Management, pp.
20-42
Root Cause Analysis Using Five Whys, NHS Institute for Innovation and Advancement,
http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improv
ement_tools/identifying_problems_-_root_cause_analysis_using5_whys.html
Pre-class Video 5: Root Cause Analysis Techniques (optional)
Columbia Accident Investigation Board Report Excerpts at http://www.space.com/19475-spaceshuttle-columbia-disaster-investigation-report.html
Columbia Accident Investigation Board Final Report at:
http://govinfo.library.unt.edu/caib/news/report/pdf/vol1/full/caib_report_volume1.pdf
1. What were the United and NASAs moments of truth?
2. How well did the organization perform? (Consider the Zone of Tolerance)
3. What were the proximate and root causes of the broken guitar and the Columbia disaster? (Use
the 4Ps framework)
4. What are the 5 whys and answers that explain the why the Challenger disaster did not prevent the
Columbia accident?
5. Why is culture so hard to change? How can it be done?
Note: The Columbia material will be the focus for the Root Cause Analysis Recitation.
Friday September 16, 2016 Recitation #3: Root Cause Analysis and Pot Holes
Quality via Process Reengineering
Preventing Another Madoff: Reengineering the SECs Investigation Process, Fagan, 2010
Testimony of Harry Markopolos before the U.S. House of representatives, Committee on
Financial Services, February 4, 2009.
http://www.scribd.com/doc/11622010/Markopolos-Testimony
Leading Change: Why Transformations Efforts Fail, Kotter, John, Best of HBR, reprint
Ro701J.
Business Process Reengineering in the Public Sector: The Case of the Housing Development
Board in Singapore, Thong, James Y. L. and Chee-Sing Yap et al, Journal of Management
Information Systems, 17(1), (Armonk: M. E. Sharpe, Inc, 2000), pp. 245-270.
Pre-class Video #6: Reengineering in the Public Sector
Text of Bernard Madoffs court statement, March 12, 2009
http://www.npr.org/templates/story/story.php?storyId=101816470
Investigation of Failure of the SEC to uncover Bernard Madoffs Ponzi Scheme, Office of
Investigations, SEC, August 31, 2009. Executive Summary.
http://www.sec.gov/news/studies/2009/oig-509.pdf
1. What was the SECs process for investigating allegations of misconduct?
2. What gaps in the process enabled Madoff to escape discovery?
3. What was the role of culture and human psychology in the process failure?
4. How would you re-engineer the SEC process to prevent another Madoff?
5. Do you agree with Thong et al that public sector reengineering is more challenging than in the
private sector? Why?
6. Why was the Singapore Housing reengineering effort so successful?

Quality via Employee Engagement
"The 'Learning Bureaucracy': New United Motor Manufacturing, Inc.", Adler, Paul S., Research
in Organizational Behavior, 15, (Greenwich: JAI Press, Inc., 1993), pp. 111-160.
Toyotas Recall Crisis: What Have We Learned? Liker, Jeffrey, February 11, 2011,
http://blogs.hbr.org/cs/2011/02/toyotas_recall_crisis_full_of.html
Learning from Toyotas Stumble, Spear, Steven, January 28, 2010,
http://blogs.hbr.org/cs/2010/01/learning_from_toyotas_stumble.html
Introducing KAIZEN in Africa, GRIPS Development Forum, October 2009, Chapter1
http://www.grips.ac.jp/forum/pdf09/Introducing_KAIZEN_in_Africa.pdf
Competitive Advantage Through People, Unleashing the Power of the Workforce, Pfeffer,
Jeffrey, (Watertown: Harvard Business School Press 1994), What Effective Firms do with
People, pp. 27-65.
1. What are the core tenets of Toyotas quality management? How are they operationalized?
2. Why was NUMMI successful in implementing the Toyota system at a former GM plant? What
barriers were overcome? Which were not?
3. What was the role of employee engagement? How was it built?
4. Why did Toyotas quality culture stumble in 2010?
5. What actions would you take to correct and then prevent quality failures?
6. What is the role of continuous improvement (kaizen) in process improvement?
Friday September 23, 2016 Recitation #4: Change Management Tutorial

9

Organizing Work Flows
Reading Rehabilitation Hospital: Implementing Patient-Focused Care, HBS, 9-898-172, Rev.
2000.
Pre-class Video 8: Work Flow Taxonomy
Production and Operations Management, Starr, Martin K., (Belmont: Atomic Dog Publishing
2004), Process Configuration Strategies, pp. 142-167.
1. What are the alternative ways to organize workflows?
2. When are each appropriate, especially in the public service context?
3. What do the performance measures at Reading indicate about efficiency and quality of current
patient services?
4. What are the disadvantages of the service line approach?
5. How would you change the Reading model to meet the CEOs objective of finding the balance
between mission and real world business practice?
6. How effectively did the CEO adopt the Deming Cycle?

Queuing
Queuing Theory to the Rescue: Managing Security Screening Lines at Logan Airport, Perez and
Fagan, HKS Case No. 2049, 2015.
Psychology of Waiting Lines, Maister, HBS, 9-684-064, rev. 1984.
What really drives you crazy about waiting in lines, Ana Swanson, Washington Post,
November 27, 2015.
A Primer for Policy Analysis, Edith Stokey and Richard Zeckhauser, Norton. 1978, Chapter 5,
Queues. pp. 74-88.
Pre-class Video 9: An Introduction to Queuing Theory
Humans are not Machines: Impact of Queuing Design on Service Time, Shunko, Neideroff, and
Rosokha, Operations Management eJournal, 2014.
What You Hate Most About Waiting in Line, Seth Stevenson, Slate.com, 06/2012
1. What are the challenges of managing lines?
2. Why is conventional optimization not optimal?
3. What are the core drivers of queuing application?
4. How can Logan officials reduce lines?
Friday September 30, 2016 Recitation #5: Queuing Theory Problem Set
Reengineered Process Assignment 1-on-1 Meetings October 3-8, 2016
10
10. Tuesday October 4, 2016

Work Processing Strategies
The Goal: A Process of Ongoing Improvement, Goldratt, Eliyahu and Jeff Cox, (New Haven:
North River Press, Inc. 1992), pp. 94-119.
1. What determines the speed of a process?
2. How does workflow impact inventory and output?
3. What aspects of Herbies production were problematic and how were they solved?
4. What are the implications of waiting in lines on work processing design?
5. What defines the capacity of a process? How is it calculated? How much is just right?
11. Thursday October 6, 2016

Inventory Management
Fagan, Determination of Safety Stock: A Practical Approach For Service Industries
Pre-class Video 11: Inventory Basics
Production and Operations Management, Martin Starr, 2004, P. 506-538
1. What value does inventory create?
2. What costs are incurred?
3. What is the optimal inventory level of turnover items?
Friday October 7, 2016 Recitation #6: Inventory Problem Set

Capacity Utilization
Improving the Flow of People: Victoria Station Redesign, Fagan and Stuart, 2011.
Pre-class Video 12: Victoria Station Context
Service Operations Management: Strategy, Design and Delivery, Hope, Christine and Alan
Muhlemann, (Danvers: Prentice Hall 1997), Resource Management and Planning, pp. 261-274.
1. What is the process for inbound passengers at Victoria?
2. What are the capacities and utilizations of each process stage?
3. Where is the bottleneck?
4. Is there sufficient space on the platform to accommodate demand?
5. What strategies can improve the flow of passengers through Victoria station?
11

Managing Demand Peaks
CSX and the Fall Peak, Fagan, Mark (Cambridge: 2005), pp. 1 -14.
Peak Management, International Journal of Production Research, 39(14), Ronen, B. and A.
Coman, et al, (London: Taylor and Francis Group, 2001), pp. 3183-3193.
Pre-class Video 13: CSX and The Fall Peak
1. What are the opportunities and challenges of peak demand?
2. What are effective response strategies?
3. What type of peak does CSX face based on the Ronen et al framework?
4. Are locomotives a binding constraint at CSX?
5. Why is the CSX CEO so focused on Amgrain?
Friday October 14, 2016 Recitation #7: Victoria and CSX Review
A Test Run/Putting It All Together
Bring a warm coat for fieldwork

Service Delivery in a Supply Chain
Supply Chain, Wikipedia: http://en.wikipedia.org/wiki/Supply_chain
How the Three-Tiered Beer Distribution System Works, Fermentarium,
http://www.fermentarium.com/industry/how-the-three-tiered-beer-distribution-system-works/
Humanitarian Aid Logistics: Supply Chain Management in High Gear, L.N. Van Wassenhove,
The Journal of the Operational Research Society, Vol. 57, No. 5, May 2006, pp. 475-489.
http://proquest.umi.com.ezpprod1.hul.harvard.edu/pqdweb?did=1031726191&Fmt=7&clientId=18857&RQT=309&VName=
PQD&cfc=1
Pre-class Video 15: Beer Game Basics
1. What are supply chains?
2. What are the complexities of managing supply chains?
3. Why is coordination of supply chains so critical?
4. In what ways are public sector supply chains more difficult to manage than those in the private
sector?
5. What is your favorite beer? What is your response when your local store is out of stock?
12
Friday October 21, 2016 Recitation #8: Amazon-ing Supply Chains

Capacity Analysis Exam, October 21-24, 2016
Role of Information in Operations
Emergency Logistics Issues Affecting the Reponses to Katrina, Jose Holguin-Veras et al,
Transportation Research Record, No. 2002, 2007, pp. 76-82 http://www.metapress.com.ezpprod1.hul.harvard.edu/content/xg2g8588147k8437/
1. How did you feel during the beer game?
2. Did you seek to maximize your own outcome or that of the supply chain?
3. What information was lacking?
4. What would the outcome have been if there had been complete information visibility?
5. How does Systems Thinking facilitate supply chain management?
6. What insights do you draw from the responses to Hurricane Katrina?

Resource Allocation
Assigning Boston Public Schools Students: Can Everyone Be Happy,? Jonathan Hui, 2016.
Boston Public Schools Learn About Your School Choices,
http://www.bostonpublicschools.org/domain/29
Simulating Alterative School Choice Options in Boston Main Report, Pathak and Shi, MIT,
2013, http://economics.mit.edu/files/9245
Discussion Questions
1. What are the core tradeoffs that must be made?
2. How do you weight the factors?
3. What assignment policy would you design?
Friday October 28, 2016 Recitation #9: Client Presentations and Reports
18. Tuesday November 1, 2016
Performance Measurement Basics
Performance Measurement and Business Excellence: The Reinforcing Link for the Public
Sector, Kanji, Gopal and Patricia Moura E Sa, Total Quality Management, Vol. 18, Nos. 1-2, pp.
49-56. http://ezpprod1.hul.harvard.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=heh&A
N=24152887&site=ehost-live&scope=site
Good Enough Performance Measurement: a Trade-off between Activity and Action, R.
Johnson, S. Brignall, and L. Fitzgerald, Journal of the Operational Research Society, 2002, pp.
13
256-262. http://ezp1.harvard.edu/login?url=http://proquest.umi.com.ezp-
prod1.hul.harvard.edu/pqdweb?did=110489446&Fmt=6&clientId=18857&RQT=309&V
Name=PQD
The 7 Deadly Sins of Performance Measurement and How to Avoid Them, Hammer, Michael,
MIT Sloan Management Review, 2007, Vol. 48 NO 3, pp. 19-28.
http://www.sail.co.in/Growth_May08.pdf
Pre-class Video #18: Performance Measurement and Management
Improving Cancer Care Through Public Reporting of Meaningful Quality Measures, Tracy
Spinks et al, Health Affairs 30, NO.4 (2011), pp. 664-672.
http://ezp1.harvard.edu/login?url=http://proquest.umi.com.ezpprod1.hul.harvard.edu/pqdweb?did=2333069421&sid=1&Fmt=4&clientId=18857&RQT
=309&VName=PQD
1. What measures effectively assess: delighting the customer, managing by fact, managing people,
and continuously improving?
2. What are the hallmarks of innovative performance measurement systems?
3. How much measurement is enough measurement?
19. Thursday November 3, 2016

Prospective Performance Measurement
The Charlson Comorbidity Index Can Be Used Prospectively to Identify Patients Who Will
Incur High Future Costs, Charlson et al, PLOS One, 2014.
Tracking the Flu with Technology and Twitter, Heather Kelly, CNN
http://www.cnn.com/2013/01/30/tech/social-media/flu-tracking-twitter/
The Parable of Google Flu: Traps in Big Data Analysis, Lazer et al, Science, March 14, 2014,
http://www.uvm.edu/~cdanfort/csc-reading-group/lazer-flu-science-2014.pdf
Pre-class Video 19: Forward Looking Performance Measurement
1. What is the value of forward-looking measurement?
2. In what ways is the Charlson Index forward looking?
3. What are the limitations for the index?
4. Is data mining social media a viable tool?

5. What are the risks of using social media?
Friday November 4, 2016 Recitation #10: Statistical Process Control
Technology for Quality and Efficiency
Introducing Technology at Transport for London: Oysters Multiple Pearls (A) and (B), Fagan
and Stuart, 2009.
14
Process Innovation, Davenport, Thomas H., (Watertown: Harvard Business School Publishing
1993), Information Technology as an Enabler of Process Innovation, pp. 37-70.
Core Capabilities for Practitioners in Achieving E-Business Innovation, Lin and Hsia,
Computers in Human Behavior, 27 (2011) pp. 1884-1891. http://www.sciencedirect.com.ezpprod1.hul.harvard.edu/science/article/pii/S0747563211000781
1. How does information technology facilitate process reengineering?
2. How does IT act as an enabler and as an implementer of new process design?
3. What were the motivators for the Oyster card development?
4. What were the critical success factors for the Oyster card deployment?
5. What benefits did Oyster yield?
6. What might be the next generation of fare collection technology at TFL?
21. Thursday November 10, 2016

Technology to Expand Reach
The Economics of M-PESA, Jack, William and Tavneet Suri, August 2010.
http://mmublog.org/wp-content/uploads/2011/02/M-PESA_d_15.pdf
Designing Mobile Transfer Services: Lessons from M-PESA, Mas, Ignacio and Olga
Morawczynski, MIT Innovation Journal, Spring, 2009.
http://www.bankablefrontier.com/assets/pdfs/INNOVATIONS-Mpesa%20Service%20Design.pdf
6th Annual Africa Investment Conference, Safaricom, Ltd.
http://www.safaricom.co.ke/fileadmin/Investor_Relations/Documents/Investor_Roadshow6th_Annual_Africa_Investment_conference_London.pdf
1. What accounts for M-PESAs rapid growth?
2. In what ways is technology an enabler?
3. What are logical extensions of cellphone-based technology?
4. What other ways can technology extend the reach of service providers in developing
geographies?
Friday November 11, 2016 Recitation #11: Scaling Up Water Delivery

22. Tuesday November 15, 2016 (8:00 AM Start)
Client Work-in-Progess Presentations
23. Thursday November 17, 2016 (8:00 AM Start)
Client Work-in-Progess Presentations
Friday November 18, 2016 Recitation #12: Client Presentation Feedback
15

Scaling Up: Building Organizational Capacity
Investing in Early Childhood: Perus Cuna Mas Program Faces Barriers to Expansion, Datla and
Boatright Wilson, HKS case, 2016.
Scaling Impact, The Evaluation Exchange, HGSE, 2010. http://www.hfrp.org/evaluation/theevaluation-exchange/issue-archive/current-issue-scaling-impact/six-steps-to-successfully-scaleimpact-in-the-nonprofit-sector
1. What are MSFs goals for addressing HIV/AIDS in Ethiopia?
2. What are the requirements to meets these goals?
3. How well positioned is MSF to carryout their plans?
4. What organizational challenges does MSF face in implementing their plans; how are they
overcome?
Thursday November 24, 2016

Thanksgiving Day No Class
Operations Management in the Real World
Regulating Death at Coalmine: Changing Mode of Governance in China, Wang Shaoguang, May
2004,
http://www.google.com/search?client=safari&rls=en&q=coal+mine+safety+in+China&ie=UTF8&oe=UTF-8
Shaft of Light, Economist, http://www.economist.com/news/china/21657824-coal-fuels-chinasboom-becoming-less-deadly-extract-shaft-light
Coal Mine Accident Kills 19 Workers in Northern China, Aljazeera, 24 March 2016.
http://www.aljazeera.com/news/2016/03/china-mining-accident-160324043801026.html
Sustainable and Responsible Coal Mining: Ideas from Developed Countries, Fagan, 2005.
1. If you were responsible for reducing coal-mining deaths in China, what would you do?
26. Thursday December 1, 2016
Wrap-Up
Come to class with your Top 10 Takeaways from the course
Final Project Papers Due, December 8th at 5pm
16

MLD 601

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

MLD 601

Uploaded by

Copyright:

Available Formats

HARVARD UNIVERSITY

JOHN F. KENNEDY SCHOOL OF GOVERNMENT

Course Objectives and Overview

Course materials are available through the course page on Canvas.

Class Ground Rules

CLASS SCHEDULE (PRELIMINARY, SUBJECT TO CHANGE)

Friday September 2, 2016 Recitation #1: Calculating Public Value

3. Thursday September 8, 2016

September 9, 2016 Recitation #2: Consulting 101, Teams 102

5. Thursday September 15, 2016

7. Thursday September 22, 2016

Friday September 23, 2016 Recitation #4: Change Management Tutorial

8. Tuesday September 27, 2016

9. Thursday September 29, 2016

10. Tuesday October 4, 2016

11. Thursday October 6, 2016

Friday October 7, 2016 Recitation #6: Inventory Problem Set

13. Thursday October 13, 2016

15. Thursday October 20, 2016

Friday October 21, 2016 Recitation #8: Amazon-ing Supply Chains

17. Thursday October 27, 2016

19. Thursday November 3, 2016

4. Is data mining social media a viable tool?

21. Thursday November 10, 2016

Friday November 11, 2016 Recitation #11: Scaling Up Water Delivery

24. Tuesday November 22, 2016

Thursday November 24, 2016

Final Project Papers Due, December 8th at 5pm

You might also like