Case Study : Macon, Inc.

Over the past few years, project managers and Project management has shown tremendous growth. Project management has evolved over the past several years from an activity in an organization to a discipline in its own right. Many professional bodies exist today to represent project management as a discipline, Some of which include, PMI, Prince2 Foundation, PM Bok.

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

Larson, E., & Gray, C. (2010). Project management, the managerial process. (5th ed., p. 158).

The insurance policy issued to hunt did cover fire damage, as most builders risk policies due; however, it also covered almost every other kind of damage that a construction company might encounter as well, and Hunts damages were mostly caused due to water damage. In order for Allianz to call the builders risk policy a fire insurance policy, and subject the policy to have the Plaintiff seek indemnification that was not caused by fire or means covered in a “fire insurance policy”, there are several ramifications involved.

In the current business environment, the demand for project managers is ever growing. In short, project management is a provisional project constrained by time, cost and scope (A guide to the project management body of knowledge, 2013). Between the immense organization, optimization, and communication assets skilled project management brings to a project, it is easy to see why project management is a booming field of study. Furthermore, project management can be both financially and personally rewarding when long term milestones and goals come to fruition.

Gray, C. F. & Larson, E. W. (2008). _Project Management: The Managerial Process_. Boston, MA: McGraw-Hills Companies, Inc.

Executive Summary Project management is the science of planning, organizing, executing, and managing the resources needed to achieve a specific goal. Effective project managers (PM) strategically facilitate the entire project management process to ensure the project’s success. To do this the PM must adequately meet the specific requirements (i.e., time, scope, quality, and cost) set forth by the project and its stakeholders. It is theorized that PM must possess a set of core competencies in order to successfully manage a project. Those competencies are development of project management knowledge areas, application of appropriate project management tools and techniques, understanding of the project

The project manager’s authority is too low, has a short time to review the project proposal, difficult communicate with the user department and receive less support from senior management. Additional, the project manager lack of human resources, employees were understaffed, and no senior analysts were available. It is difficult to implement the project in this satiation that lack of support, less time and too much task. Therefore, the project management office is extremely critical. The project management office can build their project managers team, hire temporary employees and senior analysts in need.

Mr. Lassiter, being the manager of sales and marketing, should have addressed the entire organization of the new system changes. He did not even address the full system conversion to several of his own staff members. Also, Mr. Lassiter anticipated Kovecki had studied the documentation, which he had not. Mr. Lassiter needs to prepare a special meeting with key members of staff

• Past evidence to manage big projects:- In year 2000, conversion of order management AtekPC used project management approach. They got everyone together and got it done smoothly. Everyone appreciated it and said it was done well.

b. Heterogeneous goals and priorities. Each function’s different goal and subunit orientation causes it toview problems differently. Subunits have become competitive as the attempts of one to achieve goalsthwart the attempts of another.c. Bureaucratic factors. Rondell’s structure has evolved historically and status inconsistencies havedeveloped among different groups and managers—between the heads of R&D and engineering. Althoughthe head of R&D, “Doc” Reeves, formally reports to Frank Forbus, the director of engineering,informally Reeves has more status and power. The manufacturing manager is concerned about his lack of a degree, which he believes lowers his status, so he deliberately causes problems for other managers toincrease his power and status.d. Incompatible performance criteria. Each function is evaluated according to its goals, so when slowengineering design raises manufacturing costs or results in lost customers or penalty clauses in customer contracts, functions come into conflict.e. Competition for scarce resources. Some functions, such as R&D, can command whatever resourcesthey want. Engineering services is running very lean, its engineers stretched thin, and no resources for aneffective preproduction unit. Given that profits have fallen, competition for resources might increase,which will worsen the

In the process of going from a non-project driven firm to a project-driven one, the greatest resistance might come from the executives including the board members, company owners and the vice president. The strong and rigid culture has been instilled in the company since 50 years and as a result, the president's preaching fell on deaf ears. Authoritative support is necessary to execute such strategies and it seems that for Macon Inc., that will be the most difficult one.

The purpose of this paper is to recommend that Project Management is a concept that focuses on the dynamic characteristics of a multi-facetted organization. In such a changing situation, effective communication is a characteristic that should be stressed and becomes the most important tool for the project manager and team members.

Lack of project management clarity: the planning activity had lot of material but lacked content, clear action items and lack of consensus on the milestones. The difficulties in the project only increased with time and a more performance driven style would have kept things on track if introduced early on.

In order to achieve their business objective, project management and the used methodology are key factor which will be responsible for the success or failure of this project.