Multi Projects Inc Case Study

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Project Management Case Study

...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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Multi Project Case Analysis

...Module: Project Management: Leading, Creating, Implementing and Improving (M1) Case : Multi Projects Inc. Declaration: “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. We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, table and exhibits. Where modified by us, this has also been indicated.” COMMENTS BY LECTURER/ EXAMINER ....................................................................................................................................... ....................................................................................................................................... Contents EXECUTIVE SUMMARY 3 Case Study: Overview of Multi Projects Inc. 5 Organisation Structural Design 6 The Matrix Organisational Structure 6 Disadvantages of the matrix type organisation: 8 How is Multi Projects Inc effective in the management of its structure? 8 PROBLEMS IDENTIFIED 9 SUGGESTED SOLUTIONS 12 Recommendations 17 In conclusion 19 Bibliography 20 EXECUTIVE SUMMARY Just like the chain is strong as its weakest link, Matrix (cross functional) structure is the same. Multi project consulting firm deals with many projects at the same time for various clients and uses...

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Multi Projects Inc Case Study

...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......

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Multi Projects Case Study

...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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Multi Projects

...7 March 2014 Case study: “Multi Projects” First Draft Evaluate the case and propose a solution. Prioritise the steps to be taken in your approach, be systematic and motivate your assertions. After examining the “Multi Projects Inc.” case, it is clear that the rapid expansion of this company has both the employees, and their clients chasing after very big results without the proper planning before the implementation to start, and going about their execution of the desired projects in the wrong way. During this evaluation, we will analyse the communication channels, determining why there is a problem between the employees communicating. We will determine how we will go about the best way to start the “Growin Project”, how to devise the correct project proposal, organizational structure, resource utilization, and compiling the most effective project team for the Growin Project, and still to accommodate current/existing projects. Multi Projects Inc. has a Matrix organizational structure, but is ineffective; the employees have formed their own communication channel, and completely ignoring the proper communication structure that is already in place. Completely cutting the ‘functional managers’ out, and discussing new projects with the ‘functional employees’ themselves, over ruling the authority of the higher communications. Multi Projects Inc. taking on projects in the range from $20 000 to $1 Million, and with a project duration ranging from 1 month, to 2 years, makes it...

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Case Study on the Mozal Project

...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......

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Trophy Project Case Study

...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......

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Case Study Project Management

... PROJECT MANAGEMENT CASE STUDIES, SECOND EDITION PROJECT MANAGEMENT CASE STUDIES, SECOND EDITION HAROLD KERZNER, Ph.D. Division of Business Administration Baldwin–Wallace College Berea, Ohio John Wiley & Sons, Inc. This book is printed on acid-free paper. ∞ Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 750-4470, or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, e-mail: permcoordinator@wiley.com. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically......

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Project Firecracker Case Study

...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......

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Case Study Ariel Project

...Issues: The case of TerraCog’ conflict to reach on a common ground is due to lack of communication among various departmental functions, lack of single company vision, fulfilment of personal objectives, and absence of leadership that eventually led up to group conflicts. As stated above, departmental functions responded to their personal objectives in having the final decision sway in their own directions. Sales teams wanted to ship the product which is technically stronger than the competitor’s product and yet the retail price is lower or equal to competitors. The personal objective of company’s president Richard Fiero ran with those Ed Pryor which were to create the quality product quickly at a low cost. Richard failed to consult Allen Roth, Director of Design & Development, or with Harold Whistler, Vice President of Design & Development, before making the decision to move forward on the project. Lack of leadership was evident not only in case of Richard, but with Emma as well, who despite given the full ownership of the project, failed to bring Design & Development and Sales team together on single ground. Allen Roth, Director of Design & Development, who was stepping up for Harold Whistler (since he would be retiring shortly) wanted to produce a quality product without being rushed into cutting corner or cutting costs. He didn’t want his other projects to suffer as a result of Project Aerial. As a consequence of the conflicting departmental and......

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Project Management Case Study

...Institute for Research on Poverty Discussion Paper no. 1388-10 Have Welfare-to-Work Programs Improved Over Time In Putting Welfare Recipients To Work? David H. Greenberg University of Maryland-Baltimore County E-mail: dhgreenberg@umbc.edu Philip K. Robins University of Miami E-mail: probins@miami.edu November 2010 The authors are grateful to Andreas Cebulla for contributing to the early stages of the research through discussions and helping to construct the database used in the study and to Gayle Hamilton for providing information about the Employment Retention and Advancement experiments. Helpful comments were also received by participants in a seminar at the University of Miami. Original funding to construct the database was provided by the British ESRC, the British Academy, and the Rockefeller Foundation. Later funding to refine the database was provided by the Administration for Children and Families at the U.S. Department of Health and Human Services. IRP Publications (discussion papers, special reports, Fast Focus, and the newsletter Focus) are available on the Internet. The IRP Web site can be accessed at the following address: http://www.irp.wisc.edu. Abstract Data from 76 experimental welfare-to-work programs conducted in the United States between 1983 and 1998 are used to investigate whether the impacts of such programs on employment had been improving over time and whether specific program features influencing such changes can be......

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Case Study Project Management

...KERZNER Project Management From the intricate framework of organizational behavior and structure that can determine project success to the planning, scheduling, and controlling processes vital to effective project management, the new edition thoroughly covers every key component of the subject. This Tenth Edition features: ■ More than twenty-five case studies, including a new case on the Iridium Project covering all aspects of project management ■ 400 discussion questions ■ More than 125 multiple-choice questions Other powerful tools by Harold Kerzner: Project Management Workbook and PMP®/CAPM® Exam Study Guide, Tenth Edition (978-0-470-27872-7) Director for Project, Program and Portfolio Management at International Institute of Learning, Inc. (IIL), a global learning solutions company that conducts training for leading corporations throughout the world. A S YS T E M S A P P R OAC H TO P L A N N I N G, S C H E D U L I N G, New sections on scope changes, exiting a project, collective belief, and managing virtual teams PH .D., is Senior Executive A N D CO N T R O L L I N G ■ HAROLD KERZNER, PROJECT PROJECT N ow in a Tenth Edition, this industry-leading project management “bible” aligns its streamlined approach to the latest release of the Project Management Institute’s Project Management Body of Knowledge (PMI’s PMBOK® Guide), the new mandatory source of training for the Project Management......

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The Trophy Project Case Study

...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......

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Senior Project Case Study

...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......

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The Vigilance Project Case Study

...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,......

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... 1. EXECUTIVE SUMMARY MultiProjects, Inc. gained excellent growth in the past 2 years and thus had to increase its staff by as much as 33.3% to keep up with the increased work load due to its popularity in the market amongst very satisfied clients. Currently MultiProjects faces some internal challenges with regards to Organisational Structure, Senior Management relationships, specialist skills, staff discipline, inter-personal relations, staff morale, delivering on 2 very important large contracts; and eventually this will have a serious influence on future delivery to existing and potential clients. Although MultiProjects are currently applying the Matrix-Type Organisation Structure, they are not implementing it correctly and should pay attention to appointing a Programme Office with a Programme Manager to fulfil the link/cross function of Line vs. Functional Managers. Furthermore the Executive Management should revise the Company’s Strategy in order to clarify the future direction of the Company in terms of “keeping old clients happy” or “gaining new clients.” This will provide direction to Senior and Middle Management and then eventually indicate where which important resources should be prioritised. Internal training is seriously needed to ensure the transfer of skills amongst specialists in order to enable cross functional capability and improve productivity across the...

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