Case Study – Quantum Telecom

1017 Words Aug 7th, 2015 5 Pages
BSC (Hons) Engineering Management
BUS 3122F Project Management for Engineers Assessment 1 (50%) – Individual work Task:
Develop a project plan for an approved project of choice, implementing the material that you have covered and focusing on Scope, Time, Cost and Risk. The selected project preferably should be a real project example that you have been involved with previously or currently working on. The following is a list of areas that should be covered within the assignment, the Project Plan:
















Brief description of what the project is;
Identification of owner, sponsor and project manager;
Project objectives, deliverables and outcomes in terms of scope, time and cost;
Who
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The report should be clear and concise. As part of the assessment, the translation of knowledge and understanding into skills in managing the key project elements of scope, time, cost, quality, risk, procurement, human resources and communications, and the integration of these, will be considered. Learning outcomes:
Learning outcome 3 ‐ Plan and control a project within resource and budgetary constraints using an appropriate project management software package.

Assessment 2 (50%) – Group Work Task:
Students will be formed into small groups to analyse a case study, answer a set of questions and present a written report. Case study – Quantum Telecom
In June of 1998, the executive committee of Quantum Telecom reluctantly approved two R&D projects that required technical breakthroughs. To make matters worse, the two products had to be developed by the summer of 1999 and introduced into the marketplace quickly. The life expectancy of both products was estimated to be less than one year because of the rate of change in technology. Yet, despite these risks, the two projects were fully funded. Two senior executives were assigned as the project sponsors, one for each project. Quantum Telecom had a world‐class project management methodology with five life cycle phases and five gate review meetings. The gate review meetings were go/no‐go decision points based
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