Secondly, the Operation Anaconda planning phase was constructed poorly from the start and almost failed due to leadership problems (Fleri, 2003). Thirdly, the execution of Operation Anaconda was also late and could have caused many lost lives. References Edgar Fleri, E. H. (2003). Operation Anaconda Case Study. Maxwell AFB Alabama: College of Aerospace Doctrine, Research and Education.
Structural problems 2. Behavioural problems 3. Operational problems If these problems are left unattended it could impede the present and future growth and eventually success of the company. Various detailed recommendations are made by the author to rectify the problems. Figure 1: The Basis of Organisational Performance and Improvement.Source: Steyn, P. & Van Dyk, P. Module M1: Project Management: Leading, Creating, Implementing and
A major issue that Custom Molds is facing is adapting to the changing needs of their customers. For example, the chart on molds produced provided in the case shows that orders for multiple parts have decreased over the past several years. This is a problem for Custom Molds because it would be much easier for the company to produce several identical molds rather than an increasing number of individual, unique molds. Another issue that the company is facing is that they have slow process and delivery of their products. The production process of each mold can take from two to four weeks, and the company is giving a lead-time of nine weeks.
Executive Summary Gary Allison has earned a stellar reputation in his position as a project engineer at Scientific Engineering Corporation (SEC). Due to his reputation, Henry Larsen, the director of engineering has asked Gary Allison to be the project manager for the proposal and subsequent contract for the Orion Shield Project. This is Gary’s first experience as a project manager. Gary encountered several technical issues during the life of the project. The first issue was realized before the RFP proposal was submitted.
Belot Enterprises Case 1. Auditor David Robinson’s suggested compromise on the review of the Belot’s interim financial report (second quarter-from April1 through June 30) is appropriate. Because Belot Company has been struggled to survive in a mature and intensely competitive industry for several years, and the company has planned to implement an organizational Nail the Number campaign from April1 through June 30 to boost its quarterly operating income by 100 percent so that Belot Company will not be eliminated by its parent company, Helterbrand. During those three months, Belot Company has made many changes on its operation activities, such as products line, sales program, cost-cutting initiatives, and its accounting measurement, etc. Belot’s accounting general manager, Zachariah Crabtree decided to change the accounting method from “conservatism” to “precise point estimate” to record the company’s major discretionary accruals during its second quarter financial report; therefore, the company operating income dramatically has been increased 140 percent higher than the second quarter of prior year.
It is very important to involve the SMEs in the cost planning also to get the accurate estimate for the cost. After the budget is planned it is critical to monitor and control the project’s cost. Earned value analysis helps monitoring the project cost. Monitoring the project cost against the actual cost provides the project manager how to handle the rest of the project. The sooner the issues have been caught the sooner it has been taken care.
To alleviate this, I created a viable vision statement describing the team’s objectives and how those objectives will lead to the end state. The vision included how the teams would behave and some team values. This step must be accomplished expeditiously to provide purpose and clarity to the task with the hope of motivating the team to contribute selflessly. Next, I conducted a thorough review of each team member history and culture to become aware of potential challenges as it relates to communication and cultural barriers. According to researcher, one of the leading causes of failure for multicultural teams is mistrust which can result from communication and cultural barriers.
This in turn further delayed the implementation of their regional and centralized inventory management system delay by ten months. Now Captiva is faced with inconsistency in their standards for operating, and their regional and centralized management system is performing poorly. This includes having major discrepancies within their inventory management system. Captiva Conglomerate has gone over budget for an operating platform that is more of nightmare than a help to its business. Lastly, the contract was written in a manner where if would be very difficult for Captiva to sue SOS.
“Reflex Systems” Case The case “Reflex Systems” describes a situation Rankin and his team is charged with installing a new CRM system for their company, Reflex Systems. They have been given a short deadline of ten weeks, and a small budget. The team has been dealing with the resignation of one member, and stress creating tension between remaining members and management. Facts -The individuals involved in this case include Henry Rankin (Software Engineer), Mike Frazer (CEO), Nicole Dyer (VP of Information Technology), Sally Phillips, Bob Finley, and Lynn Johnston. -The project has been given a deadline of ten weeks, with Rankin and his 5-member team in charge of technical implementation.
This is where evaluation will happen and deliverables will either me met or unmet (PMBOK 39). Projects should take into account the amount of risk that is associated with a project prior to beginning the project. Kendrick states in his book on Identifying and Managing Project Risk, that projects “without volunteers are risky” (61)