Crosby Manufacturing: A Case Study

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Synopsis Crosby Manufacturing is a $250 million/year electronics component manufacturing firm that needs new systems in order to even meet the current competition, let alone grow the business, improve projects, and increases their quality and customer base. Wilfred Livingston, President of Crosby, wants to computerize project financial reporting and replace their current system with more advanced technologies. While everyone in the company realizes this is a necessity, the issues surround the manner in which the plan was initiated and rolled out. There are three main issues surrounding this situation: The overall project initiation meeting The exclusion of key stakeholders in the project Leadership issues with the project manager Livingston elicited feedback from the MIS management and was given a recommendation that there be a formal feasibility study and a logical timeline in order to keep the project on track. Instead, Livingston decided to violate the normal structure and simply appoint Tim Emary from the planning group as project leader. He gave the new committee a week to build a complete schedule with major milestones, etc. and a date of 18 months to completion of the project. Issue with Emary Livingston acknowledges that he is violating structure with his appointment of Emary as project leaders. Most project management texts indicate that the ultimate success of any project is tied to the "competent, responsible project manager as the key to success" (Wysock,
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