Dowling Flexible Metals Case #3 Background In 1960, Bill Dowling formed a business of his own when he became very frustrated with his job at a large auto firm. Eve Sullivan and Wally Denton also left the large auto firm with Bill. Bill started a manufacturing operation in his garage that consisted of a few general purpose metal working machines. Bill acted as his company’s salesman, accountant, engineer, president, and manufacturing representative and Eve Sullivan began as the secretary and payroll clerk. Bill’s work force consisted of part time “moonlighters,” full time mechanics for other firms, who were interested by the jobs ability to provide further job experience and the environment which required a high degree of ingenuity.
Alison, the members of his team, the entire company and the customers are faced with several issues ranging from technical issues to other project management issues. These issues are discussed as follows: Technical issues Several issues were related to the technical aspects of the project, right from implementation to the end. For instance, when RFP was received, Gary identified one trouble area. In the technical specifications, all components were required to function/operate normally and successfully through a wider range of temperature, right form -65 degrees to 145 degrees Fahrenheit but current testing of the design of a SEC version of the component revealed that it would only be able function to 130 degrees Fahrenheit, which is 15 degrees below the stated requirements. IA8 -Critical Discussion on Project Management Issues 3 Secondly, there was great uncertainty whether or not the specification
This was a big part of America because it was a start for a hole new program. In 1962 while serving as a test pilot, Neil Armstrong was selected by NASA to
Singer Hospital Case”, 2013). The corporation also required Mike to ensure that manufacturing was carried out in accordance with corporate policies and standards. With all these things in mind, the project manager and the project itself seemed to face a lot of problems. The different problems that will come when completing the project include five things, with first starting out with the experience that Mike Richards has with Project Management. He is the scientist that developed the product but it is not known how much experience he has in managing a project or a team and if he has the necessary skills to execute the project.
In groups of three or four, make a list of possible reasons that the actual ending inventory might not agree with the ending inventory according to a computer system. Jason Tierro, an inventory Jason Tierro, an inventory clerk at Lexmar Company, is responsible for taking a physical count of the goods on hand at the end of the year. He has been performing this duty for several years. This year, Jason was very busy due to a shortage of personnel at the company, so he decided to just estimate the amount of ending inventory instead of doing an accurate count. He reasoned that he could come very close to the true amount because of his past experience working with inventory.
Jeff Watterson, my neighbor is an Aerospace engineer who works for the government. His schedule is very rigid. He works Monday through Friday on a 40 hour week. His responsibilities change daily. Depending on what project is being carried out, Jeff can be in charge or running machinery, making plans, or inspecting others work.
The Orion Shield Project – An Analysis 1 The Orion Shield Project – An Analysis AMBA 640 – Managing Projects, Operations, and Information Systems Dr. Larry Williams University of Maryland University College January 17 2012 The Orion Shield Project – An Analysis 2 Table of Contents Executive Summary................................................................................................... 3 Introduction................................................................................................................ 3-‐4 Initiating Process........................................................................................................ 4 Planning Process......................................................................................................... 5 Executing Process....................................................................................................... 6 Monitoring and Controlling Process......................................................................... 6 Closing Process........................................................................................................... 7 Conclusion................................................................................................................... 7-‐8 References................................................................................................................... 9 The Orion Shield Project – An Analysis 3 Executive Summary Gary Allison was a respected and well-‐established Project Engineer at Scientific Engineering Corporation (SEC) who was selected by Henry Larson as Project Manager (PM) for the Orion Shield Project for Space Technology Industries (STI). Larson insisted that Gary take the lead in this project, even though he had no prior experience as a PM. Right after the request for proposal (RFP) was received, Allison discovered that there
It is important that the team’s purpose and role be collaboratively developed so all employees know and clearly understand the organisation’s vision, strategies, goals and objectives, and align their team goals with them. 5. Examples of documents that record in writing a team’s purpose and role are: • Mission statement – this is extremely effective as it defines the organisation's purpose and primary objectives as well as guides the actions of the team within an organisation. It spells out its overall goal, provides a path, and guides
Training is one of the most important factors in the selection of the crew for both missions being based on their background in Apollo 11 Neil A. Armstrong Commander, Michael Collins Command Module Pilot and Buzz Aldrin Lunar Module Pilot had a Bachelors of Science degree, assigned pilots on a Gemini mission and involve in services for the U.S. as pilots either on Air force, Navy or Military Academy (Jones). In another hand in Apollo 13 crew James A. Lowell, Jr. Commander, John Leonard Swigert, Jr. Command Module Pilot and Fred W. Haise, Jr. Lunar Module Pilot had been back up pilots for different missions also they have a Bachelors of Science Degree (E. M. Jones). Both of the crews for the Apollo missions had training the Commander with responsibility for the overall conduct of the flight operations, the Command Module Pilot for the command module systems and the Lunar Module Pilot for the Lunar Excursion Module systems. The majority of the training was conducted in flight simulators to create as nearly as the procedures for the mission, the simulators were controlled by computers into every part of the projection flight could be programmed to recreate the portion of the mission (H2g2 - Apollo Missions -
Each individual in the team brings a range of skills, knowledge, attitudes, aptitudes, personalities and priorities to the team. c. Personal achievement - The success of every individual goes hand in hand with the success of the whole team. 4. Why is it important that the team’s purpose and role be collaboratively developed? It is important that the team’s purpose and role be collaboratively developed so all team members know and clearly understand the organisation’s vision, strategies, goals and objectives, and align their team goals with them 5.