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Foremostco, Inc.

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Foremostco, Inc.
The leaders at Foremostco, Inc. made several errors in their decision making that ultimately could have destroyed the company. First, the project was started too late. Second, there was no real project leader who understood everything that needed to take place. Third, too many people were brought in to try and rush the project through while input from employees was never considered. These wrong-doings would prove disastrous as the company tried to change from a basic system to a complex system.
When considering a new project, as Foremostco was doing in January 1998 (Upton, 2003), the most important thing you need is a project leader. This clearly was the COO, Penny Roberts. She was determined to replace the UNIX-based, text-based system with a more user friendly Windows-based system with an easy to use graphic user interface (GUI). She was the champion of the project and would support all decisions needed to be made by the project management team. Her decision to let the current IT Manager run the project was probably not a good one. He was more suited to run the old system than try and develop a new one. He was in over his head and would start the downfall of the project.
The Triple Constraint
As the text states, “Every project is constrained in different ways by its scope, time, and cost goals” (Schwalbe, 2011). Foremostco’s project was no different. The scope of this project was overwhelming. The entire integrated system would have to be developed from scratch which would be time consuming and complex. The time constraint was perhaps the biggest issue. The project management team had two years to develop a completely new system and deal with a major issue like the Y2K phenomenon. Finally, the cost constraint seemed to be the least concern to the company. The COO was putting out the money to get the job done.

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