...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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...Answers to Review Questions 1. C, E. A project creates a unique product, service, or result and has defi ned start and fi nish dates. Projects must have resources in order to bring about their results, and they must meet the quality standards outlined in the project plan. Interrelated activities are not projects because they don ’ t meet the criteria for a project. Project management processes are a means to manage projects, and processes used to generate profi ts or increase market share do not fi t the defi nition of a project. Processes are typically ongoing; projects start and stop. 2. B. The Project Management Institute (PMI) is the leading professional project management association, with more than 400,000 members worldwide. 3. D. A program is a group of related projects that can benefi t from coordinated management. Life cycles are the various stages a project goes through, and process groups consist of Initiating, Planning, Executing, Monitoring and Controlling, and Closing. 4. B, C, E. The steps in pre - project setup include the following: identifying the project, validating the project, preparing a project charter, and obtaining approval of the charter. 5. B. Project managers can spend up to 90 percent of their time communicating. The other skills listed here are important as well, but the clue in this question is the 90 percent fi gure that relates to the amount of time project managers may spend communicating. 6. A. A request to develop a product...
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...1 Practical Application – Project Management (Study Tours Program) 1.1 Introduction Currently our institute has been granted government funding to run programs for students in mainstream courses, however under the new funding scheme being introduced from 2014 we are required to offer more courses funded from commercial revenue to sustain our business. There are several courses that can be offer commercially such as training for organisations, offshore delivery programs and Study Tours/Study Abroad programs. I would like to discuss Study Abroad programs on this paper. There are 4 phases to arrange and complete Study Abroad programs – initiation, development, implementation (students are studying at the college) and graduation (evaluation). I would like to talk about initiation and implementation phases. 1.2.1 Initiation: Inquiries from clients are received (input). Information of our Study Abroad program can be found on our website therefore inquiries could come from agents or directly from institutes. Once the inquiry is received, program request form is sent out to the client (output). The program will be customised based on the client requests. Once the completed form is received, the information (input) of subject choices, timing, duration, and number of students is forwarded to appropriate Faculties to discuss and draft the program. Faculties determine the hours of teaching and other necessary items to deliver the program (output). The detail of items (input)...
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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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...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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...5. Project Planning and Feasibility Studies Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment. Initially, the project scope is defined and the appropriate methods for completing the project are determined. Following this step, the durations for the various tasks necessary to complete the work are listed and grouped into a work breakdown structure. The logical dependencies between tasks are defined using an activity network diagram that enables identification of the critical path. Float or slack time in the schedule can be calculated using project management software. Then the necessary resources can be estimated and costs for each activity can be allocated to each resource, giving the total project cost. At this stage, the project plan may be optimized to achieve the appropriate balance between resource usage and project duration to comply with the project objectives. Once established and agreed, the plan becomes what is known as the baseline. Progress will be measured against the baseline throughout the life of the project. Analyzing progress compared to the baseline is known as earned value management. The inputs of the project planning phase include the project charter and the concept proposal. The outputs of the project planning phase include the project requirements, the project schedule, and the project management plan. Feasibility studies...
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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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...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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...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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...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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...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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...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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...committee to support the project? The prime focus of RestNet executive summary prepared by Peeter was to justify “How it is focused on increasing the revenues by making money with new RestNet system.” Thus, helping the reservation agents to access vast amounts of information quickly. The new system was highly needed by NWA because the current system was giving various troubles such as: inflexibility, high cost for reservation and difficulty in managing the time as agents were not able to follow the procedures properly. Following are the different points made by Peeter to convince the finance committee: i)...
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...COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT MODULE M 1 GROUP ASSIGNMENT CASE: Multi Project Inc. (Multi projects strategic objective realisation through organisational structure, culture, and succession planning.) DATE: 07/06/2013 Please include the following declaration: “I/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. I/We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us, this has also been indicated.” Print Name | Signature | ID Number | Deon Bouwer | | 7212015526084 | Janus Esterhuizen | | 8612185194085 | Johannes Kohn | | 8208255075088 | Martin van der Schyff | | 6107085047089 | Nicholas Hardman | | 8608195131083 | Vishnu Govender | | 7506285141080 | Riaan Botha | | 7301155045086 | Table of Contents Executive Summary: 1 Introduction: 1 Case Evaluation 4 Case Analysis Framework 5 External and internal organisational pressures: 6 Matrix organisational structure: 7 Resource allocation and information systems: 9 Organisational behaviour: 11 Addressing Professional Resource requirements through short term and long term planning as part of the Operational Strategy 13 Replacement planning: 13 Succession Planning 15 Talent Management 16 Conclusion: 16 Bibliography: 17 Figure 1: Swot analysis results from the Multi Projects Inc case...
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