What strategic problems must be solved? What project management problems must be solved? What time frame is reasonable? If excellence can be achieved, would it occur most likely using formal or informal project management?
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Cordova Research Group
Cordova Research Group spent more than thirty years conducting pure and applied research for a variety of external customers. With the reduction, however, in Research and development
Funding, Cordova decided that the survival of the firm would be based upon becoming a manufacturing firm as well as performing Research and development
. The Research and development culture was close to informal project management with the majority of the personnel holding advanced degrees in technical disciplines. To enter the manufacturing arena would require hiring hundreds of new employees, mostly non degreed.
QUESTIONS
- What strategic problems must be solved?
- What project management problems must be solved?
- What time frame is reasonable?
- If excellence can be achieved, would it occur most likely using formal or informal project management?
Step by step
Solved in 6 steps
- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
- Cordova Research Group Cordova Research Group spent more than thirty years conducting pure and applied research for a variety of external customers. With the reduction, however, in R&D funding, Cordova decided that the survival of the firm would be based upon becoming a manufacturing firm as well as performing R&D. The R&D culture was close to informal project management with the majority of the personnel holding advanced degrees in technical disciplines. To enter the manufacturing arena would require hiring hundreds of new employees, mostly non-degreed. QUESTIONS What strategic problems must be solved? What project management problems must be solved? What time frame is reasonable? If excellence can be achieved, would it occur most likely using formal or informal project management?Cordova Research group spent more than 30 years conducting pure and applied research for a variety of external customers. With the reduction, however, in R&D funding, Cordova decided that the survival of the firm would be based upon becoming a manufacturing firm as well as performing R&D. the R&D culture was close to informal project management with the majority of the personnel holding advanced degrees in technical disciplines. To enter the manufacturing arena would require hiring hundreds of new employees, mostly non-degree holders. What project management problems must be solved?Cordova Research group spent more than 30 years conducting pure and applied research for a variety of external customers. With the reduction, however, in R&D funding, Cordova decided that the survival of the firm would be based upon becoming a manufacturing firm as well as performing R&D. the R&D culture was close to informal project management with the majority of the personnel holding advanced degrees in technical disciplines. To enter the manufacturing arena would require hiring hundreds of new employees, mostly non-degree holders. What strategic problems must be solved?
- Performance metrics Buffalo BBQ Restaurant is trying to become more efficient in training its chefs. It is experimenting with two training programs aimed at this objective. Both programs have basic and advanced training modules. The restaurant has provided the following data regarding the two programs after two weeks of implementation: Training Program A Training Program B New chef # 1 2 3 4 5 6 7 8 9 10 Hours of basic training 20 23 30 21 23 23 26 30 32 20 Hours of advanced training 10 7 10 9 10 3 1 0 3 2 Number of chef mistakes 12 15 16 12 13 6 8 6 4 6 a. Compute the following performance metrics for each program: (1) Average hours of employee training per chef, rounded to one decimal place. Program A: _____ hrs. per chef Program B: _____ hrs. per chef (2) Average number of mistakes per chef, rounded to one decimal place. Program A: _____ mistakes per chef Program B: _____ mistakes per chef b. Which program should the restaurant implement moving…Laura is the associate director of a nonprofit agency that aids children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. Overall, the agency has been cautious in hiring this year because of increased competition for federal grant funding. However, they have also suffered high staff turnover. Two directors, three key research staff, and one staff person from the finance department have left. Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each. Both managers have been appointed within the last six months. Manager 1: Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often takes a very…what are the pros and cons of the following five-point plan? 1. Each salesperson would continue to supervise company-owned stores and independent dealers. 2. Salespeople would be given specific objectives for facilities appearance and a percentage of sales of convenience store merchandise purchases from the Company’s designated distributors. 3. Salespeople would be given mandates that no retail outlet would remain closed for more than 30 days. 4. Sales volume objectives for salespeople would remain in place. Current year volume objectives would not change. 5. Regional sales managers’ annual objectives would be revised to be consistent with salespeople’s new objectives.
- Discuss the basic features of the Balanced Scorecard.3 - Explainhow the Balanced Scorecard links measures to strategy. At the end of 20x1, Mejorar Company implemented a low-coststrategy to improve its competitive position. Its objective wasto become the low-cost producer in its industry. A Balanced Scorecard was developed to guide the company toward this objective. Tolower costs, Mejorar undertook a number of improvement activities such asJIT production, total quality management, and activity-based management.Now, after two years of operation, the president of Mejorar wants someassessment of the achievements. To help provide this assessment, thefollowing information on one product has been gathered: 1. Express Mejorar's strategy as a series of if-then statements. What doesthis tell you about Balanced Scorecard measures?2. Prepare a strategy map that illustrates the relationships among the likelystrategic objectives.Adobe Consulting Services (ACS), a provider of human resources software application systems, prides itself on the variety of benefits it offers to its employees. In addition to health care, pension and vacation benefits, it also offers an attractive family benefits package, including flexible hours, child and senior care assistance, counseling services, adoption assistance, and extended paternity leave. Unfortunately, in recent months, the company's progressive life and work policy has seen negative reactions from several employees, as the following case illustrates. In March 2011, Teresa Wheatly was hired by Adobe as a software account manager. With excellent administrative and technical skills, plus four years of experience in Adaptable Software, Adobe's main competitor, Teresa became a valuable addition to the company's marketing team. As a single mother of two boys in elementary school, Teresa received permission to take Fridays off. She was also allowed to leave early or arrive…Adobe Consulting Services (ACS), a provider of human resources software application systems, prides itself on the variety of benefits it offers to its employees. In addition to health care, pension and vacation benefits, it also offers an attractive family benefits package, including flexible hours, child and senior care assistance, counseling services, adoption assistance, and extended paternity leave. Unfortunately, in recent months, the company's progressive life and work policy has seen negative reactions from several employees, as the following case illustrates. In March 2011, Teresa Wheatly was hired by Adobe as a software account manager. With excellent administrative and technical skills, plus four years of experience in Adaptable Software, Adobe's main competitor, Teresa became a valuable addition to the company's marketing team. As a single mother of two boys in elementary school, Teresa received permission to take Fridays off. She was also allowed to leave early or arrive…
