CASE: CORWIN CORPORATION

Table of Contents 1. EXECUTIVE SUMMARY 2 2. INTRODUCTION 4 3. PROBLEM STATEMENT AND DISCUSSION OF PROBLEMS 5
3.2 DISCUSSION OF PROBLEMS 5
3.2.1. POOR PROJECT SELECTION PROCESS 5
3.2.2. NO DETAILED SCOPE SPECIFICATIONS 6
3.2.3. LACK OF TOP OR SENIOR MANAGEMENT SUPPORT 6
3.2.4. LATE INVOLVEMET OF MIDDLE OR FUNCTIONAL MANAGEMENT 7
3.2.5. POOR CHANGE MANAGEMENT PROCESS 8 4. PROPOSED SOLUTIONS AND DISCUSSIONS OF SOLUTIONS 9
4.1. PROPOSED SOLUTIONS 9
4.2. DISCUSSION OF SOLUTIONS 9
4.2.1. EFFECTIVE PROJECT SELECTION PROCESS 9
4.2.2. DETAILED SCOPE SPECIFICATIONS 10
4.2.3. TOP OR SENIOR MANAGEMENT SUPPORT 11
4.2.4. EARLY INVOLVEMENT OF MIDDLE OR FUNCTIONAL MANAGEMENT 13
4.2.5. EFFICIENT CHANGE MANAGEMENT PROCESS 13 5. CONCLUSIONS 15 6. RECOMMENDATIONS 16
6.1. EFFECTIVE PROJECT SELECTION PROCESS 16
6.2. DETAILED SCOPE SPECIFICATIONS 16
6.3. TOP OR SENIOR MANAGEMENT SUPPORT 17
Top management support should always be there in an organisation to provide sufficient executive level support and make management decision. Tough the other members on the management level are not available; the business should be able to continue without showing any gap. Therefore, Corwin needs to do the following: 17
6.4. EARLY INVOLVEMENT OF MIDDLE OR FUNCTIONAL MANAGEMENT 18
6.5. EFFICIENT CHANGE MANAGEMENT PROCESS 18
Corwin Corporation must put in place an efficient change management process that will address all the scope changes. 18
PMBOK (2008:93), the Perform Integrated Change Control process includes the following change management activities in differing levels of detail, based upon the progress of the project execution: 18 7. REFERENCES 20

1. EXECUTIVE SUMMARY

This assignment has been prepared to define, analyse, evaluate the problems, propose solutions, draw conclusions and make recommendations for Corwin Corporation case study.
Corwin