Midterm Paper

Instructions:

Read the case studies and answer the questions at the end of each case study.

• Case 1.2 The Hokies Lunch Group
• Case 2.3 Fund Raising Project
• Case 3.1 Moss and McAdams Accounting Firm
• Case 4.1 Manchester United Soccer Club
• Case 4.2 Home Improvement Project

Writing requirements:

• The Essay must be 4-5 pages long. Double Space. Be sure to include a minimum of 3 references.
• Conduct research to find relevant information using reliable sources to support your views.
• Use at least 2 academic books and 3 scholarly articles from a library database
• Use APA Style for in-text citations, and references

 

 

CASE ONE: THE HOKIES LUNCH GROUP

QUESTION ONE

PART A

In the first part of the study, we can describe Fatma’s project to be in the initiation phase of project management. There are several reasons that lead to this conclusion including the fact that the project is still in its definitive stages. Fatma’s project still needs approval and signing off by the stakeholders on matters involving the projects budget, objectives schedule and more. In this stage, Fatma’s project is still developing client requirements, and there is no tangible work underway.

Jasper’s project, on the other hand, can be said to be in the execution phase. The justification is made based on the fact that Jasper and his international colleagues have already started the coding process for the programs. This, therefore, means that the project work is in progress. Jaspers project has also passed the planning phase as he states that there are some scope creeps.

Victoria’s project is in the monitor and control phase. The affirmation that this project has reached this stage is because the project has been completed already and results have been tested. The testing process requires that the prototype being tested is compared with the standards and objectives set at the beginning of the project. This is therefore considered monitoring and controlling (Larson, 2017).

 

PART B

In part B, Fatma’s project has moved up to the planning phase. The tasks that place this project in the planning phase include the fact that discussions on planning for risk are underway, work schedules are being made, and team members are being assigned to tasks. This phase is therefore defined as planning since there is no work in progress yet.

Jasper’s project at this point has moved to the monitor and control phase. This is where the project work will undergo testing by evaluation using set measures and milestones as well. Victoria’s project is in both execution and monitor and control stage at this point. The developed prototype has been tested and failed hence work is being redone to produce alternative results. The execution occurs when the new redeveloped batteries are used as alternatives. Since risk control is also being incorporated, we can classify it into monitor and control phase (Lock, 2014).

PART C

Fatma’s project has moved to the execution phase with the different team working cohesively as groundwork sets off. Jaspers project can now be considered in its closing phase as his software did not meet the requirements set and no more work is anticipated. Victoria’s project is in closing phase with the rework on the alternative batteries proving successful.

QUESTION 2

One of the lessons learned from the case is that risk management is an integral part of project management. The unpredictability of a project and its success requires that a project manager has a contingency plan in case things do not work out. This reduces the risk cost as well as prepares the project for alternative moves. Another lesson to consider is the importance of scope creep; every successful project requires a scope that is clearly set and defined to prevent overloads in some phases of the project.

CASE 2: HOME IMPROVEMENT PROJECT

The implementations of OilCO included making huge changes to the business processes of the organization in an attempt to fall in line with the ERP processing methods. ExploreCO also took their time to reevaluate their existing systems and find areas of faults that needed to be changed. They followed through with making renewal and reengineering changes in their system. Some of the differences in implementation include the fact that OilCO managed to flawless benefit from the ERP system while at the same time kept the existing system running. OilCO also made sure they took their time to develop a module that was customized to meet their oil industry-specific requirements. ExploreCO, on the other hand, had their implementation managed by OilCO head office. The head office was responsible for setting the scope choosing the leaders as well as performing a cost analysis. The system goals for ExploreCO were developed through the use of performance indicators (Larson, 2017).

QUESTION 2

One of the main reason why both projects faced success is that they underwent the proper implementation process and CSFs’ articulation. While both companies may have the same CSF, they had different approaches as ExploreCO needed a project champion to steer the project while OilCO did not recognize one specific person as roles change over time. Both adopted the minimal customization with OilCO having to use an industry-specific module. ExploreCO followed adhered to minimal customization bud delayed on the delivery dates due to challenges in the testing phase.

QUESTION 3

One of the lessons to learn from this case is that even with similar implementation methodology results could be different following the differences in CFS employed through the different stages (Leach, 2014).

CASE 3: MANCHESTER UNITED SOCCER CLUB

QUESTION 1

Listing down the major deliverable for the project list as well as making contact with the local colleges to see if they could allow their fields to be used for the tournament. Some of the major deliverables to be used include giving out rewards to winning teams as well as including designed t-shirts and sweatshirts as part of the team merchandise. Qualified referees must be recruited. Making a list of sponsors would be crucial for fundraising.

QUESTION TWO

Developing a WBS would reduce Nicollet’s problems since it would create a clear layout of objectives and Nicollet can be able to assign each task to the right manager. WBS will also help in organizational tasks that concern teams, fields and referees screening as well as match scheduling. It will also help in financial estimations of costs and prospective revenue to be generated. Nicollet should also consider putting more focus on advertisements and team sponsors to promote sponsorships which is the major revenue earner (Gido, 2014).

QUESTION 3

For additional information, Nicolette should consider taking advice from her superiors such as the sports event managers who have experience in managing such kind of things. As a secondary source, the internet would serve Nicollet well. She could also consider hosting forums such as contests and open discussions where people could brainstorm ideas

QUESTION 4

Nicolette’s team should consider incorporating WBS through setting up a budget that includes miscellaneous expenditures. They should also use their budgeted money for costs such as setting up kiosks for ticket sale. This would be useful since preplanning helps to avoid overspending and avoids unnecessary costs.

CASE 4: MOSS AND MCADAMS ACCOUNTING FIRM

QUESTION 1

Palmer should insist on Olds necessity by creating an audit to be presented to Mr. Sands. This audit should insist on his expertise in financial information system and how this would be an asset in retaining him in the Johnsonville project. He must also come to terms with the fact that Olds wasn’t pleased with working two projects and also consider hiring a full-time personnel to work on the project.

QUESTION 2

Palmer should have ensured Olds schedule was followed strictly and objected to the idea of sharing him. He should have also established a closer relationship with such an experienced employee by rewarding his good work and being appreciative (Leach, 2014).

QUESTION 3

Some of the advantages clearly shown include having a strong project focus established by the determined and self-driven project managers. The fact that the project is designed to work partially on a functional division it means workers can easily return to their normal works after the project completion.

Disadvantages include the fact that conflict in sharing resources with every project manager wanting to get the best resources. The project leadership designed is made to make participants answerable to two leaders who may offer different commands that may be conflicting.

QUESTION 4

Management should try and ensure that they give efficient time splits between projects and engage employees in training as well as motivation seminars. They could also consider creating open communication channels between management and employees for effective running of projects (Gido, 2014).

CASE 5: FUND RAISING PROJECT

QUESTION 1

The next possible steps could include the formation of a planning committee that would involve people with similar goals and ideas even CFS members. A lot of research needs to be put in on the questions raised. Suli seems to have strong leadership skills, and he might take it upon himself to gather the information on unanswered questions to gain the rest of the people’s trust.

QUESTION 2

One of the projects that could be used to raise funds could be a cultural event that would involve everyone. Revenue raised from this event would be used for the pediatric intensive care unit.

QUESTION 3

One of the risks that could be involved would be the wrong allocation of duties and tasks since choosing the wrong people for the team could fail the whole project.

QUESTION 4

Risk avoidance and risk limitation techniques could be used as a risk response plan. Risk avoidance requires always having a Plan B or even C while limitation includes making choices that reduce the occurrence of risk (Lock, 2014).

 

References

Gido, J., Clements, J., & Clements, J. (2014). Successful project management. Nelson Education.

Larson, E (2017) Project Management, The Managerial Process, 7th edition

Leach, L. P. (2014). Critical chain project management. Artech House.

Lock, M. D. (2014). The essentials of project management. Ashgate Publishing, Ltd.