"The Blue Spider Project" . Synopsis. The Blue Spider Project

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).

Answer: It should been done after project. The reason is normally managers got the data after R&D projects before they make the decision of profit. The profit was not certain before and during R&D projects.

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.

Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements (PMBOK Guide, 2008). Using this definition, it is made evident that the parties involved in the Denver International Airport (DIA) Baggage System project in the 1990’s failed at applying basic organizational practices towards managing the triple constraint of scope, time, and cost goals. The combination of inherent risks, uncertainties, and dysfunctional decision making geared the project towards disappointment while simultaneously designating it as a text book example of what not do when taking on a complex project. By looking at the key strengths, weaknesses, opportunities, and threats we can

6. Is it true when you enter project management, you either go up the organization or out the door?

The following pages focus on analyzing the development of the Blue Spider Project at Parks Corporation. The Introduction presents some of the most important factors that determine the success of projects, and that will be used in this analysis. The paper continues with the presentation of the steps of the Blue Spider Project in order to determine how and why the project was planned as presented. The problems identified in the case of the Blue Spider Project are also discussed. The major issues that influenced the development of the project are analyzed in this section in order to determine how the project was significantly influenced by them and what effects they determined. There is also a Recommendations section. The Conclusions section presents some of the most important issues addressed by this paper.

This paper includes an outline of a presentation, command terms and definitions, examples of graphs and a Work Breakdown Schedule (WBS) on project management, and presented to the class at Crescent View High School. The focus will be on how to plan, schedule, monitor, and report on projects. Also included are the project management methodologies, tools and techniques used. The discussion to the class will begin with an opening statement that provides an overview of project management, terms and definitions, and an example of buying a house utilizing project management to manage activities.

You are a member of a project team assigned to develop the new razor scooter

In 1975, Parks corporation decided to change its corporate strategy again, reverting to R&Ds as it was realized that with the upturn of in DoD spending and the new evaluation criteria set forth for project awards, companies wining the R&D and qualification phases, now stand better chance of being awarded production contracts. To support this new strategy, Parks began to beef up its R&D engineering staff, growing its staff strength to 2700 by 1978. Owing to the limitations of salaries that Parks could afford to offer engineers, their access to experienced engineers was limited, forcing them to employ mainly young inexperienced engineers, straight out of college. Gary Anderson was one of such engineers employed straight out of college. The new corporate strategy adopted by Parks necessitated the administration of a new wage and salary program that included job upgrading. Gary had distinguished himself to be an outstanding production engineer over the years and was promoted to senior scientist responsible for all R&D activities performed in the Mechanical Engineering department as management felt that his experience could be extended to R&D as well.

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.

This assignment will address three areas of project management that stood out while taking this program. Project integrated management, project communication, and project stakeholder management. A discussion on how they are executed will be presented. As more courses were taken during this project management graduate program, many of the project management concepts became clear and revealed more of the interdependencies and intricate dynamics that are required for successful project management.

1. Discuss the project management organization on the project. Strengths? Weaknessess? Recommendations. Parks Corporation used a matrix project management organization on the Blue Spider Project. It was a multi-disciplinary team where the members came from different functional units such as Research and Development, Engineering, Manufacturing, Quality Control, Purchasing, and Finance. Gary Anderson, the Project Manager, was responsible for the project but his responsibility for performance of the individual phases of the work to be accomplished on the project remained with the functional managers. Anderson assigned, monitored, and coordinated work among the project team. But, the functional managers had

Prior to this course, I thought that in order to manage a project you need to be a project manager. However, this course changed my perspective on project management. As I continue to read the book, I realized that I actually manage many projects, and project management is not only limited to organizations. Throughout our lives, we manage many projects from planning a wedding to building a house, some of those projects may take few days and some may take years to complete. In addition, I also learned that there are no two projects that are alike, each project has it’s own unique elements that set it apart from other projects.