...SENIOR PROJECT CASE ANLAYSIS 2 WITH PRESENTATION MGT 495 BUSINESS POLICY The project will reflect your thoughts and analysis based on this and previous courses. You are expected to demonstrate your understanding of tools and techniques concerning strategic management from the chapters and lectures/discussions. Each student will select a separate case study from Section C or D starting on page 6-1 in the back of the textbook. Part of the educational experience is to analyze case studies to find a business that will meet grading requirements. The project will be completed on an individual basis; however you can collaborate with your peers on case selection and formatting. Along with defining format, be sure to extract your case's strategy (you must formulate precise mission and strategy statements--you may have to go on line and research to find or formulate the statement), perform SWOT analysis, determine what should be in a TOWS table, and provide well thought out recommendations. The thoroughness that you scan internal and external problems facing the company and how the company can use strategy techniques are key elements to your project. Your written case grade will be based on: * The breadth, depth, practicality, and support for your recommendations are key evaluation considerations. * The written portion is to be typed (double-spaced with 1” borders using Times New Roman 12 font) and no more than 10 pages. Pages will be numbered and the cover sheet does...
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...Mini-Project Case With the little experience I have with project management, I would have never of thought of using project management techniques for a mini-project like this. However, after reading the case study on planning a family get-away, I find that it is effective to apply such techniques. By having a vision for the vacation, a list of the tools and equipment needed, a project overview test plan, a budget, a task list, a flexibility matrix and by knowing all the risks involved I believe this works very well. The overall vision, or plan, of a project is a description of the desired target that should occur after the project has ended. Creating a clear vision will effectively communicate where it is headed and what it is trying to achieve. In the case of planning a family get-away, the author clearly states that the project’s goal is to unplug, refresh, and recharge before school starts for her children. Her vision also contains main key factors and a spending budget that gives a more specific plan to achieving the family’s ultimate goal. These factors include specific missions that need to be met, what tangible items will be needed and how much money can be used to divvy up between all necessities. But how did the author acquire this vision? After compromising with her family on not staying home, but not spending too much money, they came up with camping. From the article it seems that there were other camping trips that did not go so well. This is where the Lessons...
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...1) Did your design and construction of the harmless holder meet your objectives? Why? The design and construction of the harmless holder did partially meet our objectives. We have achieved that it is harder for animals to become injured from our project because it would be a big challenge to do so. Economically it will be very hard to compete against the plastic version considering it takes less than 5 cents to make a plastic one. The durability of the product is decent. The outside of the box is covered by duck tape so it will be partially water-proof. We haven't tried braking the box so we cannot ensure that the box can deal with a heavy blow but it is some-what protected. So overall our group can say the harmless holder pretty much met our objectives. 2) What part of your design and construction worked well? Why? The part of our group's design and construction that worked well was using the cardboard box as the mainframe of the 6-pack holder. The cardboard box has not a lot of negatives in terms of design. The positives of using the cardboard box is it is very light-weight and it is consumer-friendly. It is consumer-friendly...
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...Individual Team Assignment Case Analysis of the Orion Shield Project Dennis J Paffrath April 18, 2013 AMBA 640 Professor Marsh 1 Table of Content Executive Summary…………………………………………………………….3 Technical Issues…………………………………………………………………5 Initiating Process Group…………………………………………………5 Planning Process Group…………………………………………………5 Executing Process Group………………………………………………..10 Monitoring and Controlling Process Group…………………………….11 Closing Process Group………………………………………………….14 Ethical Issues……………………………………………………………………15 Legal and Contractual…………………………………………………………..16 Conclusion………………………………………………………………………17 References………………………………………………………………………18 2 Executive Summary K. Schwalbe (2012) has provided a basic understanding of what project management is and explains that it requires planning and use and management of organizational resources in order to complete a project within the required time, scope and cost. Project managers must understand that one of the most important aspects of project management is to complete a project with a successful delivery of the product while ensuring that it is within the required timeline and within the resources allocated to the project. Therefore, it is imperative that the managing of a project makes efficient use of time, resources, cost, risk, quality and scope. By understanding these constraints, the project manager will be able to successfully complete the project. In reviewing the Orion Shield project case, it is very clear that the Scientific...
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...The Vigilance Project I. Rationale/Background PharMed International PharMed International is one of the world’s largest pharmaceutical companies. It was established two years ago when ValMed and PharmCO merged. PharMed is obligated to keep detailed records of how its drugs perform by relying on sophisticated database such as the Vigilance which will be used by division employees around the globe. The core team responsible for designing and implementing Vigilance has three members in the United States: Frank Lanigan, Carol Reynolds, and Mike Powell; and four members based in France:Didier Amrani, Karine Bareaut, Merline Bucquet and Fabrice Lemaire. In addition to the core team, five subteams were formed. Overall, half of the subteams’ members are located in the United States and half are based in France. Most of the U.S. core and subteam members were previously employees of ValMed. Before the merger, several of them, including all of those on the core team, played key roles in efforts to develop a similar system called Perspective. Several months later, the newly merged organization decided to scrap Perspective in favor of Vigilance. The Perspective team members were disappointed, but understood the rationale for the change in direction. The Vigilance core teams were introduced to each other virtually and had been working with each other via teleconferences. These teleconferences were frequently cancelled by Didier Amrani, the project manager, without...
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...International Journal of Project Management 26 (2008) 591–600 www.elsevier.com/locate/ijproman Managing public–private megaprojects: Paradoxes, complexity, and project design Alfons van Marrewijk a,* , Stewart R. Clegg b,1 , Tyrone S. Pitsis b,2 , Marcel Veenswijk a,3 a b Department of Culture, Organization and Management, Faculty of Social Science, Vrije Universiteit, De Boelelaan 1081, 1081 HV Amsterdam, The Netherlands ICAN Research Center, Faculty of Business, University of Technology, Sydney, PO Box 123, Broadway NSW 2007, Sydney, Australia Received 1 March 2007; received in revised form 25 July 2007; accepted 20 September 2007 Abstract Recent studies show that despite their growing popularity, megaprojects – large-scale, complex projects delivered through various partnerships between public and private organisations – often fail to meet costs estimations, time schedules and project outcomes and are motivated by vested interests which operate against the public interest. This paper presents a more benign and theoreticallygrounded view on what goes wrong by comparing the project designs, daily practices, project cultures and management approaches of two recent megaprojects in The Netherlands and Australia, showing how these projects made sense of uncertainty, ambiguity and risk. We conclude that project design and project cultures play a role in determining how managers and partners cooperate to achieve project objectives to a greater...
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...SUMMARY This submission identifies the various challenges portrayed in the case study. It presents an evaluation of these challenges and seeks to identify the causes which led to the challenges. Multi Projects Incorporated is a company that provides a consulting service, it relies on the acceptance of project proposals in order to generate revenue. In the case study, Multi Projects Incorporated has two projects which have been awarded to the organisation. These are at different stages in the project lifecycle. The Goodold project is presently in the Implementation Phase, while the Growin Corporation project has just been awarded to Multi Projects Incorporated and can be said to be at the Initiation Phase. The dilemma presented is that the project manager of the latter project, Jeff Armstrong, is not incumbent of a team player. This submission elaborates on the factors which appear to have caused the dilemma in the organisation, as presented in the case study. The factors include organizational strategy, organizational structure, human resources development and communication. These factors are presented as the driving force behind what appears to be a project manager who is displaying undesirable characteristics. Recommendations as to what and how change should be affected are provided in order to drive behaviours which are perceived as more favourable when considering effective project leadership. TABLE OF CONTENT Declaration ...
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...PROJECT FIRECRACKER CASE STUDY 1. WHY DID THE PROJECT FAIL? The project failed due to three main reasons that reinforced the negative impact of one another: a. Poor communication There was a poor coordination between individuals. One example was the situation where Waldo and Wolinski took decisions individually without consulting the other members. In fact, the first informed Jeff that he was changing the design while the second one announced that sales had promised to deliver a test order that no one could even describe yet. Another example was when Jack White, the distributor salesman, replied to Bob Jones, National’s Sales Vice-president, that it was acceptable to extend the deadline one week without actually confirming this possibility with the right competent. These situations resulted in mismanagement of expectations of their client and failure to meet their commitments that could be avoided with the methodology of project management. b. Non-uniform priorities Each sub-department is currently under the effect of myopia because employees look to the objectives, targets or processes of their own functional area while neglecting the success of the project as a whole. The company lacks in terms of practices that could incentivize the alignment of priorities. “The only way that the project engineer can get these departments to make commitments is through persuasion or through the chief engineer, who could go to the Vice President of manufacturing and engineering...
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...AFRICA NAZARENE UNIVERSITY MBA 808 – PROJECT MANAGEMENT A CASE STUDY OF: MOZAL PROJECT - INTERNATIONAL INVESTMENT IN AN UNDERDEVELOPED COUNTRY PREPARED BY: JARED OSORO NYAKANG’O NO: 14J03DMBA014 PREPARED FOR: DR. BWIBO ADIERI LECTURER 7th MARCH, 2014 CASE STUDY MOZAL PROJECT - International Investment in an underdeveloped Country Question 1 Summarize the issues and factors that posed risks to the Mozal project. The Mozal project faced a myriad of risks. Some of these are: 1. Infrastructural Issues a) Poor rail and road network b) Run-down harbor for importing raw materials and exporting final products c) Lack of sufficient electricity for the project d) Lack of sufficient border agents for faster clearance of either the raw materials into or finished products out 2. Project Site issues The site of the project also posed some risks a) It was inaccessible in b) The area residents did not have the construction skills required for the project c) Language Barrier between the locals and the expatriates d) The site area was invested with Mosquitoes e) The area lacked basic facilities like health and educational centers. 3. Resistance The project was likely to face resistance from two quotas within Mozambique; From authorities and from the local community. This can result when there is no enough communication or when the people can see it as not aligned to their interests. 4. Lack of Cross-border Relations and Agreements Lack of Investment...
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...Module: Project Management: Leading, Creating, Implementing and Improving (M1) Case : Multi Projects Inc. Declaration: “We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, table and exhibits. Where modified by us, this has also been indicated.” COMMENTS BY LECTURER/ EXAMINER ....................................................................................................................................... ....................................................................................................................................... Contents EXECUTIVE SUMMARY 3 Case Study: Overview of Multi Projects Inc. 5 Organisation Structural Design 6 The Matrix Organisational Structure 6 Disadvantages of the matrix type organisation: 8 How is Multi Projects Inc effective in the management of its structure? 8 PROBLEMS IDENTIFIED 9 SUGGESTED SOLUTIONS 12 Recommendations 17 In conclusion 19 Bibliography 20 EXECUTIVE SUMMARY Just like the chain is strong as its weakest link, Matrix (cross functional) structure is the same. Multi project consulting firm deals with many projects at the same time for various clients and uses...
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...MGT202 – Project Management Case Study Charlotte Reed Table of Contents Introduction 3 Case Study One: 3 Risks associated with this project 3 Top 10 steps to deliver this project 5 1. Define the scope 5 2. Determine available resources 5 3. Determine the cost of project 6 4. Assemble your project team 6 5. List the steps 7 6. Develop a plan 7 7. Request project adjustments 8 8. Monitor teams progress 8 9. Keep everyone informed 10 10. Risk management 10 Case Study Two: 12 Stakeholders in this project 12 Project Owner 12 Project Manager 13 The Private Companies 13 The Second Government Department 13 Interviewer 14 Liaison 14 Statistician 14 Managing the stakeholder interaction during design, inception, scope agreement, delivery, review and completion 15 Conclusion 17 References ...
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...Executive Summary The Trophy Project was fundamentally mismanaged from the start. The management functions of planning, organizing, staffing, controlling and directing personnel and resources were poorly executed by both senior and project level management. Customer expectations were not well defined and scope creep was allowed to take place without proper administration. There did not appear to be a corporate champion for this project who could mentor and resolve conflicts that were beyond the authority of the project manager. Plus, the project manager appeared to be inexperienced and was not very adept at negotiating with upper level and functional management to obtain the proper resources necessary to achieve the project objectives. 1. Did the project appear to be planned correctly? No, the project did not appear to be planned correctly. The project scope, resource requirements, schedule and the budget were not well defined. The project did not describe how the project team would be structured or where authority lines were drawn for tasks priorities and structure units. There didn’t appear to be a clear objective outlined for the project and resources were not efficiently utilized or properly managed. There was a lack of leadership support from senior management. When senior management did get involved, they were threatening instead of constructive and failed to seek a true understanding of the underlying problems that plagued the project. Lastly, the customer was...
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...Procurement in Project Management CPM 620- D1 Homework #4 Trophy Project Case Study November 11, 2011 There are three problem areas within this company that really stands out and have contributed to the trophy project’s failures. The conflicting organizational structure, the lack of senior management support, and the project manager all contributed to the failure of the trophy project. Organizational structure problem: The company appears to be operating as a matrix organizational structure with a project manager assigned to this specific project. However, there is a lack of support amongst the project manager, the functional manager, and senior management. Due to the lack of project-oriented emphasis on the trophy project it appears that the company is operating more as a traditional organizational structure. “In the traditional structure, the power spectrum is realized through the hierarchy, whereas in the project structure, power comes from credibility, expertise, or being a sound decision-maker” (Kerzner, 2006, pg. 198). The company should focus on using a pure matrix organizational structure and give the project manager the support and required resources needed to successfully complete the project. Management problems: It was apparent that there was no support from the functional and senior management on this project. There was also a lack of support by the project office and the line managers. The line managers finally realized that they had a role in the project several...
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...Project Management A critical part of planning for any project is risk assessment, and it is the responsibility of the project manager to conduct the assessment and know how to best avoid or manage those risks (Russell & Taylor, 2017, p.369). Russell and Taylor (2017) state that “by recognizing, understanding, and identifying potential problems in advance, and planning for them, the project team and manager can attempt to prevent them” (p.369). In the event that problems do occur, being proactive in the planning phase means that those issues can be more quickly addressed because a plan and stakeholder ownership is already determined. Effective project management also requires engaging the right stakeholders in the planning and execution of the project to ensure alignment to the ultimate goals. Toyota’s plant management team, through the guidance of the project manager, must consider the risks of redesigning the factory for added capacity, the risks along the timeline of the project, and the risks for launching the full new system. Further, a...
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...ETTALONG FORESHORE PROJECT MANAGEMENT PLAN Melanie Deren Student ID: 00112729T MGT201A: Project Management Table of Contents 1.0 Introduction …………………………………………………………………….. 3 1.1 Purpose of the risk management plan……………………… 3 1.2 Background to the project……………………………………. 3 2.0 Project stakeholder map and management………………………………… 4 2.1 Stakeholder list………………………………………………………… 4 2.2 Resources……………………………………………………………… 5 3.0 Project timeline………………………………………………………………… 6 4.0 Cost/budget……………………………………………………………………. 7 5.0 Risk management…………..………………………………………………… 8 5.1 Project risks…………………………………………………… 8 5.2 Project risk mitigation………………………………………… 9 5.3 Qualitative and quantative analysis………………………... 10 6.0 Risk Matrix…………………………………………………………………… 11 6.1 Risk Matrix Key……………………………………………….. 12 7.0 Project challenges and lessons learnt……………………………………... 13 7.1 Lighting…………………………………………………………13 7.2 Coastal inundation and erosion…………………………….. 13 7.3 Noise…………………………………………………………… 13 8.0 Conclusion……………………………………………………………………. 14 9.0 References…………………………………………………………………… 15 1. INTRODUCTION 1.1 PURPOSE OF THE PROJECT MANAGEMENT PLAN This document puts forward a project management plan for the redevelopment of Ettalong Foreshore. The intended audience of this project management plan includes the project manager and team, and the government and community stakeholders. This project management plan aims to present the main considerations, standards and requirements...
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