Case Study Goshe Corporation

1885 Words Feb 2nd, 2015 8 Pages
SUNY EMPIRE STATE COLLEGE
MBA Program
Strategy and Tactics in Project Management
Case Study - Goshe Corporation
I’ve called this meeting to try to find out why we’re having a difficult time upgrading our EDP [Electronic Data Processing] Department to an MIS [Management Information Systems] Division,” remarked Herb Banyon, executive vice president of Goshe Corporation.
Last year we decided to give the EDP Department a chance to show that it could contribute to corporate profits by removing the department from under the control of the Finance Division and establishing an MIS Division. The MIS Division should be a project-driven division using a project management methodology. I expected great results. I continuously get reports stating that
…show more content…
Now we have horizontal projects in which the MIS project leaders must work with several functional managers, all of whom have different management styles, different personalities, and different dispositions. The MIS group just can’t turn around in one or two weeks and develop these necessary skills. It takes time and training.”
Training manager: “I agree with your comments. There are two types of situations that literally demand immediate personnel development training. The first situation is when personnel are required to perform in an organizational structure that has gone from the relatively simple, pure structure to a complex, partial matrix structure. This is what has happened to us. The second situation is when the task changes from simple to complex.
“With either situation by itself, there is usually some slack time. But when both occur almost instantaneously, as is our case, immediate training should be undertaken. I told this to Grandy several times, but it was like talking to deaf ears. All he kept saying was that we don’t have time now because we’re loaded down with priority projects.”
Grandy: “I can see from the start that we’re headed for a rake-Grandy-over-the –coals meeting. So let me defend each accusation as it comes up. The day Banyon announced the organizational change, I was handed a list of fifteen MIS projects that had to be completed within unrealistic time schedules. I performed a manpower requirements projection and found that we were