The Potential Problems Of The Manager Mike

What appears to be their issue(s) – concern(s), problem(s), challenge(s), or opportunity(s) – and its significance for the project team and Kristoffer Consulting?

19 6.1 Strategic Risks ....................................................................................................... 19 6.2 Project Risks .......................................................................................................... 20 Stakeholder & Communications Management ..................................................................... 21 7.1 Stakeholder Assessment ....................................................................................... 21 7.2 Stakeholder Importance and Influence................................................................... 24 7.3 Community Consultation and Key Stakeholder Information.................................... 25 7.4 Key Messages ....................................................................................................... 25 7.5 Required Approvals................................................................................................ 25 7.6 Organisational Impact ............................................................................................ 25 Project Schedule.................................................................................................................. 26 8.1 Overall Project Schedule........................................................................................ 26 8.2 Staging of Works ................................................................................................... 26 Project Organisation

First, by not conducting research before the kick-off meeting, or creating a project charter for stakeholders to sign, Ms. Briggs failed to gather all the information necessary for the meeting. She also will not have the benefit of lessons learned from similar projects (Dow and Taylor, p. 112). The case study reveals little effort on anyone’s part to setting up a repository for project documentation. Instead, Ms. Briggs intends to learn new software that may have some benefit for scheduling.

The case is about Melissa Richardson, middle manager (sales manager) of the multi-cultural organization, who’s been promoted and is challenging a number of factors at the workplace, that affects her and her team’s ability to perform well.

Missing the following information. “Include a specific manner of project evaluation. How will you determine your level of success? What will you measure? Whose evaluative input will you seek”?

I. Create the Project Management Structure. Below is the Projectized Organization Structure that I would present to Peters for HGC. It would be based on separating the project management between the new product development and existing projects within their own units reporting directly to Peters. This will allow her to manage the development of new products and prevent everyone from creating their own. As well, the project management will be based on having a balanced matrix approach where the project manager has responsibility over defining what needs to be done; however, the functional manager controls how it is done.

Projects are used today as a way of achieving a variety of outcomes in local or international locations for new constructions, new product development, product improvement, process design, process improvement, utility installation, theory and technology development, and many more. Bringing a project to a successful conclusion requires the integration of numerous management functions like controlling, directing, team building, communication and others. It also requires cost and schedule management, technical and risk management, conflict and stakeholder 's management, and life cycle management.

There are many risks that can occur during any project, this is why it is important for the project manager to be on top of the tasks at hand. In the Wilmont’s and Dronetech project combining two companies to make a brand new product can already be complicated enough. When the company sets more guidelines in the project like the budget, timeframe, and customer expectations can make it even more difficult to get the job down. This is why having a project manager and a worthy team behind them to get the job done within all the requirements.

IT projects take a lot of planning and resources to complete. Once the idea of an IT project is created, it is up to the project’s developer to provide the justification to move forward with completing the project. In order to sell the project’s idea to a company, the company must see a need for that project or product. Case studies can be used to do exactly this. Case studies are intended to provide all the benefits, the cost associated with the project, and the estimated risks involved with a project.

2. Determine the project benefits, organizational readiness, and risk culture of the company in the case study. Provide justification for your response.

D.D. Williamson (Williamson) is the world leader in caramel coloring and natural coloring for foods and beverages with global operations on five continents since founded in 1865. Over the years, the company has managed to be successful in many business endeavors, as well as withstanding the test of time by being in existence almost 150 years (DDW, 2013). In this time, Williamson has experienced many difficulties but yet has managed to overcome them all and their problem with prioritizing was no different. In this case study, Williamson had trouble managing projects that were successful, so they took a step back and pinpointed the cause of this issue. They found the cause to be

Decision process emphasizes on flexibility,adaptability, and the ongoing situation. Due to the tool and process design, using a wide selection of labels and need a rapid response to dynamic context and strong philosophical foundation is necessary to guide the process of developing. There are four fundamental elements compose stakeholder as participants: empowerment, equity, trust and learning.

In “Lectures 4-9” we talked about the importance of collecting customer needs and defining the scope of the project before starting the design phase.

Though this phase had identified that there is some disconnect between the project team and the champion it failed to list down the key stakeholders and their involvement in the project. This phase should clearly develop a high level project plan to show the highlighted completion date with the list of team members.

While assigning people to the project, FEL failed to acknowledge that effective team which works as a unit in collaboration. In FEL, internal consultant found that there are two major problems among their managers who are expected to work together on the Project Abu Dhabi: -