Reference no: EM131269440
A small division (650 employees) of one of the big three automakers recognized the necessity for becoming more project-driven. As a result, a committee was formed to recommend the methodology and timetable to redefine the culture of the company. The division had tried to use project management previously, and found few successes. Cultural obstacles had to be overcome. The committee identified three major issues that had to be considered:
A. The only people allowed to function as project managers were the line managers who were instructed to get the projects completed while managing their own lines.
B. Line employees were reluctant to use software for project tracking for fear that the software would identify the "truth" in their estimates.
C. Executive management was always too busy to meet with consultants who were brought in to discuss the implementation of change.
An organizational audit was sponsored by the committee. The audit was designed to identify problems that exist currently within the project teams. The results are shown in Exhibit 1.
3.1 How mature in project management is the organization?
3.2 Is there decentralization and delegation of authority? Explain.
3.3 Can the problems in Exhibit 1 be classified into groups? If so, what are the groups?
3.4 Is there "visible" executive support for project management?
3.5 What recommendations would you make to the steering committee? To senior management?
3.6 How long do you think it will take for changeover to occur?
3.7 How successful will the changeover be? Explain your answer.
EXHIBIT 1
1. Continuous process changes due to new technology
2. Not enough time allocated for effort
3. Too much outside interference (meetings, delays, etc.)
4. Schedules laid out based upon assumptions that eventually change during execution of the project
5. Imbalance of workforce
6. Differing objectives among groups
7. Using a process that allows for no flexibility to "freelance"
8. Inability to openly discuss issues without some people raking technical criticism as personal criticism
9. Lack of quality planning, scheduling, and progress tracking
10. No resource tracking
11. Inheriting someone else's project and finding little or no supporting documentation
12. Dealing with contract or agency management
13. Changi ng or expanding project expectations
14. Constantly changing deadlines
15. Last minute requirement changes
16. People on projects having hidden agendas
17. Scope of the project is unclear right from the beginning
18. Dependence on resources without having control over them
19. Finger-pointing: "It's not my problem"
20. No formal cost estimating process
21. Lack of understanding of a work-breakdown structure
22. Little or no customer focus
23. Duplication of efforts
24. Poor or lack of "voice of the customer" input on needs/wants
25. Limited abilities of support people
26. Lack of management direction
27. No product/project champion
28. Poorly run meetings
29. People not cooperating easily
30. People becoming offended when asked to do the job they are expected to do.
31. Tasks that do not have a known duration
32. Everyone wanting to be involved, but not all having the skills to solve the problem
33. Dependencies: making sure that when specs change, other things that depend on it also
34. Dealing with daily fires without jeopardizing the scheduled work.
35. Overlapping assignments (three releases at once)
36. Not having the right personnel assigned to the teams
37. Disappearance of management support
38. Work being started in “days from due date” mode, rather than in “as soon as possible’ mode
39. Turf protection among non-management employees
40. Nonexistent risk management