Final Exam Case Study free essay sample

In 2008, all of the Fortune 500 companies are having a great year because of the strong economy. One of the companies benefiting from this is Company Q, managed by a twenty year veteran CEO, Derek and Director of Customer Relationship Management, Casey. However, even with the strong market, Company Q was failing to meet its goals (of being on time and on budget) with this six-month-old project referred to as the Customer Master File project. For this reason, Derek approached Casey to take on the oversight of this project in order to be successful in meeting its objectives. The main purpose of this paper is to analyze what Casey did to achieve her finite level of success, resulting in a positive reaction in realigning the projects main objectives. In order to meet this level of success, Casey would first need to sit down with all of the stakeholders in order to develop the necessary strategy for success. After meeting with the stakeholders and thoroughly studying the parameters and the projects deficiencies, Casey would need to start-off by initiating the first knowledge area referred to as Project Integration Management Plan (PMBOK 5, p.61). By taking this first step, Casey would set up a new Project Charter (PMBOK 5, p. 63), allowing her the authority to make any of the necessary changes that would make the project successful. What is needed now is to analyze the causes that brought about the deficiencies in this job. Cause and Effect The Social and Technical Issues That Caused These Problems After Casey’s initial analysis was completed, she was able to highlight some of the many causes of this defunct project. For instance, these were some of her findings: A poorly defined scope Disagreement and discontent with IT staff Continual risks forming in project Quality is lacking Lack of teamwork Manipulation of project from marketing staff member for personal gain Insignificant participation from executive staff members No clear definition of Project Manager’s roles and responsibilities Casey’s findings clearly illustrates how dysfunctional, irresponsible and confusing the climate and existing culture was at that time. Therefore, to clarify this more succinctly, the project was lacking in the following characteristics as per (PMBOK 5, p.63) unification, consolidation, communication and integrative actions that were crucial to controlling the project through to completion, successfully managing stakeholder expectations and meeting requirements. This toxic environment was responsible for the shortfalls of this project. How These Issues Relate to Project Management and PMBOK 5 However, in order to get this project back on track, Casey would need to take the lead by initiating Project Integration Management Plan (PMBOK 5, p.61) and set up a whole new Project Charter with Ground Rules (under Process Initiating Process Group). Casey would then have to move into the Planning Process Group, where she would develop a new Project Management Plan (PMBOK 5, p. 61). After establishing this process group, it would be necessary for her to move into the next process group referred to as â€Å"Executing Process Group† (PMBOK 5, p. 61) in order to manage and direct the workload properly. The next stage Casey would follow would be the Monitoring and Controlling Process Group (PMBOK 5, p.61) where she would monitor and control all of the work in the project as well as perform integrated change control when it was necessary. Finally, after successfully completing all of the previous process groups, Casey could then move into the final process group called Closing Process Group (PMBOK 5, p. 61) where she could proudly close out the successful project. By using the PMBOK 5 guide to direct her path through a minefield full of problems, Casey could hold her head high for completing this project on time and on budget. Project Analysis After studying all of the process groups that would be used, for this knowledge area, a more in-depth analysis will be required in order to understand Casey’s strategies. The first thing that Casey would have done would have been to develop her Project Charter. The development of the Project Charter would be outlined in the following manner: Develop Project Charter (Inputs) To set up the Project Charter, Casey would first need to produce a Statement of Work (SOW) which is a narrative description of the products, services or results to be delivered by the project (PMBOK 5, p.68). This SOW would reference the Business Need, Project Scope Description and the Strategic Plan. The next input would be the Business Case, which would probably contain the cost benefit analysis and business need in order to justify and establish the necessary boundaries for the project (PMBOK 5, p. 69). Another input that Casey would have needed was Agreements which is used to define the initial intentions of the project. Enterprise Environmental Factors is another input that would be needed which would include; government standards and regulations, organizational culture and structure and the marketplace conditions (PMBOK 5, p. 70). Finally, yet importantly is the Organizational Process Assets input. The organizational process assets that can have an influence the Develop Project Charter process are as follows: organization processes and policies and process definitions, templates for Project Charter and any historical information and knowledge-based lessons learned (PMBOK 5, p. 70). Develop Project Charter (Tools and Techniques) Now that all of the inputs for the Development of the Project Chart have been identified, one of the tools and techniques referred to as Expert Judgment can be used by Casey to assess these inputs (PMBOK 5, p. 71). This can include stakeholders with specialized knowledge, Project Management Office (PMO), consultants and professional/technical groups. Casey no doubt would also use Facilitation Techniques such as brainstorming, conflict resolution, meeting management and problem solving in order to bring the staff together and help teams and individuals accomplish their project goals (PMBOK 5, p.71). Develop Project Charter (Outputs) Finally, the Project Charter document is produced allowing two activities to take place. First, a sponsor or initiator (Derek) will authorize the existence of the project and will give authority to the Project Manager (Casey) to apply organizational resources to project activities (PMBOK 5, p. 71). This of course gives the green light to Casey to take control of the project and make some of the more unpopular decisions that will make this project successful. These are some of the other needs that are satisfied by using the Project Charter; it provides the purpose for the project or justification, it records measurable project objectives and high-level requirements, records high-level risks, provides a summary milestone schedule, summary budget, stakeholder lists, provides project approval requirements, provides name of sponsor and records the assigned Project Manager with responsibilities and authority level (PMBOK 5, p. 72). This of course is only one of the six processes in the Project Integration Management Plan that will be at the disposal of Casey. The next process will be to Develop the Project Management Plan which will plan, define and coordinate all subsidiary project plans into one main project plan (PMBOK 5, p. 63). The next process, Direct and Manage Project Work will allow Casey to take the lead by directing the team to accomplish the work that is defined in the Project Management Plan and implement approved changes as needed (PMBOK 5, p.63). Next is Monitor and Control Project Work which is the process where Casey tracks, reviews and reports against the performance objectives defined in the project management plan (PMBOK 5, p. 63). The Perform Integrated Change Control is where Casey would review change requests, approve changes and manage changes to deliverables, organizational process assets and project documents and finally communicating its disposition (PMBOK 5, p. 71). Finally, this is the Close Project process where Casey successfully brings an end to the project. Conclusion This case was a very good example why it is necessary to have the proper Professional Project Management staff in place to guide projects valued at hundreds of thousands and even millions of dollars’ worth of project. Jobs of this calibre and even small projects need this regimented and detailed discipline in order to be successful. In this situation, Company Q was very wise to hire on a person of Casey’s competence with her detailed training from the Project Management Institute (PMI). In this instance, she proved to be worth her weight in gold by turning a sow’s ear into a silk purse and by instituting methods of dealing with projects that would save the company millions of dollars in the past, present and future. In addition to this, full credit must also be given to the teachings from the PMBOK 5, guidebook that was provided by the Project Management Institute.