Volkswagen Of Americ Managing It Priorities

3. What is your evaluation of the company’s internationalization strategy under Tony Massaro’s leadership? Is it likely to be more successful that the previous offshore initiatives? If so, why?

6. Focus only on your highest priorities for improving the production process at Stonehaven’s Gdansk factory (be specific). Explain why they are important. What actions do you recommend? How would you implement your recommendations? What do you predict will be the consequences?

The Volkswagen Group follows a cost leadership and differentiation strategy. The Volkswagen Group achieves low cost leadership by sharing automotive parts amongst its products and as well as sharing vehicle platforms amongst the other 12 brands under the Volkswagen Group, such as Audi, Bentley, Porsche and Volkswagen Passenger Cars. The Group improves product differentiation by focusing on the product quality improvement, innovation and sustainability. This differentiation strategy helps ensure that the customers are satisfied with the products, and that the customers will be willing to pay a premium for the product.

Beta Publications have tried a few options to resolve Project 2020’s issues, as its financial situation has caused a climate of uncertainty and a financial insecurity within the company leading to Lee’s appointment as chief executive and her idea to create ‘Project 2020’ . ‘Project 2020’ is a readjustment structure that Lee initiated in order to reorganise all the business. It had many plans of renovation and innovation. Its prime target was to ameliorate the company’s financial status by finding ways to enhance profits. As expert of turning companies’ deficits to profitability, Lee effectively solves business financial problems by reducing their expenses and reinforcing their IT systems. Through the project, she intended to combine all

Because of the limitations and failures of this process, VPs were frustrated with the fact that everything with IT took longer than promised. On the other side, IT blamed the business for their lack of prioritization and planning about the projects. The lack of coordination in this situation was not sustainable in the future because the stability of the relationship between IT and the business units was in danger.

As the new CIO of Volkswagen of America (VWoA), Dr. Uwe Matulovic brings an impressive resume that includes ample experience in aligning business process management (BPM), business process re-engineering (BPR) and the insights necessary to create the Business Process Technology Organization (BPTO). As the IT projects within VWoA have lacked governance and are facing a severe budget shortfall of $150M, Dr. Matulovic has a formidable challenge. He must first align all existing IT projects to strategic initiatives, which is the essence of effective IT governance (Huang, Zmud, Price, 2010) and then he must define processes to stabilize these strategies yet ensure integration still occurs at the process and system level (Korac-Kakabadse, Kakabadse, 2001). All of these factors need to be taken into account as VWoA is evaluating up to 22 new models with will have an exponential, nearly chaotic impact on their existing IT systems and their ability to respond. Further, the VWoA business has continued to suffer from a lack of unified focus of IT spending to overall strategic initiatives. This lack of governance has created a process of defining IT priorities more defined by the persuasive ability of managers, their ability to build compelling Return on Investment (ROI) arguments, and

GenRays Matrix Template Project Management Knowledge Areas|Recommended Tool(s)|Justification for Tool| Project Integration Management | Expert Judgment|-PM Plan is Formal, single document, approved (becomes officially the project plan. It defines how project is executed and controlled. Scope, schedule, and Cost, Change, and Configuration Management plans are created in this process and are part of the PM plan- Scope Management plan is developed here as well.| Project Scope Management | -Interviews -Focus Groups -Facilitated Workshops -Group Creativity Technique -Group decision making techniques -Questionnaires and Surveys -Observation(Job Shadowing) -Prototypes| Facilitated Workshops examples: JAD and Quality Function Deployment Group

1) What is your assessment of the new process for managing priorities at Volkswagen of America? Are the criticisms justified? Is it an improvement over the old process?

1.Alignment of IT with the business is the top concern. Arrangement is a tireless issue and there are steady changes so accomplishing it is a ceaseless methodology .

4. How should he implement your recommended option? What are the implications for P&G’s new post-O2005 organization? What support and/or resistance do you

3. How Should he implement your recommended option? What are the implications for P&G’s new post-O2005 organization? What support and/ or resistance do you expect? How will you manage it?

The company I have chosen for my project is Volkswagen. Volkswagen is in the automotive industry. Volkswagen is a German car company that is best known for the “punch buggy” and their diesel model cars. Volkswagen mostly produces cheap to mid-priced cars. Volkswagen has always been one of the most successful companies in the automobile industry.

In this case VWOA had two processes one was the old process and the other was the new process. The old process was the IT projects priorities were made by the Executive Leadership Team (ELT) with some discussion and evaluation of project and fund those were available the decisions were made. This process was not structured neither, they involved any departmental heads to discuss on the prioritization of projects. On the other hand with the new process that Dr. Use Mathulovic, Chief information officer (CIO) of VWOA implemented and thought that would improve the way of prioritizing the IT projects was “to make trade-offs explicit and link the projects and the core business

4) If you were Teri Takai, what would you recommend to senior executives? To what degree should Ford emulate Dell’s business model?

This case study is about environmental climate, the stakeholders’ role in project environment, the cost of increasing resources within an organisation, and also growing capability of information technology, the need to conduct project at different places for companies to adopt availability of competence project development in an environment, and also promote inexpensive manpower elsewhere. Organisations has several fully fledged projects conducted by different large scale projects, however such projects are called project of projects that influence by stakeholders throughout the project life cycle, due to the risk associated with misaligned perception the integration of various projects environment becomes challenge, i.e. cost, schedule, quality, human resources and communication.