Read the Case Study titled "Hyten Corporation" that begins on page 38 (in Part 2) in the Kerzner text. There is some reluctance within the firm to adopt formal project management processes. Suppose that you were hired as a consultant to help the management at Hyten to accept this change. Write a short report (2–3 pages, 500–800 words) that encapsulates answers to the following questions at the end of the case study: 1–7, 10–11, and 14.

1. What are some of the major problems facing the management of Hyten in accepting formalized project management? (Include attitude problems/personality problems.)

Management at Hyten has several problems in accepting formalized project management. It has to forgo must of what could keep them back like a better coordination and communication among the concerned departments taking part of the project. Some more of the major problems at Hyten are the limited authority and responsibility of the business development department, the department also has difficulty proceed with a project according to the original plan and that causes changes to take place and readjust to the new changes. Problems like this create delay and cost add ups, resistance to changes from the engineering department, MIS department are already working behind schedule and with even a creation of new staff to be dedicated to the formal project management the MIS director will need time to design programs to draw data from all the functional areas.

2. Do any of the managers appear to have valid arguments for their beliefs as to why formal project management should not be considered?

Yes there are two of the managers that believe that formal project management should not be considered. John Rich, the director of engineering claims that the engineering department can’t take direction from anyone outside the department and that the department is