Corwin Corporation Project Management Failure Case Analysis

Executive Summary

The purpose of this article is to explore the real reasons hidden behind the event of project termination between Corwin Corporation with the Peters Company. The decision of taking this project was made slapdash by Corwin Corporation just a few weeks before Charismas under the pressure of Peters Company. After three months, the project was finally cancelled just on the early testing stage by the client unilaterally. This project failure led to not only financial loss for Corwin, but also cessation of relations with Peters Company which is one of the most important and also a difficult customer. Corwin as the synonymous with quality has stringent requirements for any project selection around product-based initiatives from outside client. However, under the pressure and the temptation of further undefined manufacturing contract from Peters, the requirements were completely neglected. The project failed to meet the client expectation due to lack of proper management at the pre-project and on-going phases. The major concerns of the failure include: project selection; staff competency; management support; project planning; and project communication between internal and external stakeholders.

Introduction

This article is prepared to seek the reasons of Corwin Corporation’s project failure. Hunting mistakes that Corwin made during the project initiation and execution stages and provides recommendation and solutions in order to avoid the occurrence of similar cases.
Corwin Corporation is a globally well-known high-quality rubber components manufacturer. The top management of Corwin is highly conservative and tends to exand markets for existing products rather than new product development. Due to the high-quality products credibility, Corwin receives specialty products manufacturing