Assignment 3

Case study questions Submission deadline: 07th Oct 2012 All submissions to: assignment.forward@gmail.com

JBC
Identified a new business opportunity Identified the real customers Too much reliance on external stakeholders Lack of internal expertise Higher management is interested in DVP but is not fully committed for the project Writing of project scope is given to Nortel (DVP is a project of JBC) JBC is going for a multi-vendor approach so that there will not be a single vendor reliance, dominance Taking into consideration valuable feedback from other internal divisions/groups Time, scope and budget for the project is not clearly identified

Questions - JBC
Has JBC clearly understood the business opportunity and target customers? Who are the stakeholders of the DVP? What is the organization structure of JBC? What are the issues pertaining to DVP? Who has taken a prominent role in the initiating process group activities of DVP? Who should write the project scope?

Questions - JBC
What process groups are covered in the case study? If DVP is to progress, what should be the composition of the project team? Is it a good idea to go ahead with multiple vendors? Are the triple constraints of the project satisfied? Explain What should Zhou do to get rid of the issues pertaining to DVP and progress with the project?

QCI
Engineer dominated organization. Expertise of a cross functional organization not being pooled Little emphasis on real project management practice Line managers have more authority than project managers All lines of project managers have issues Little cooperation between cross functional teams Organization works in silos QCI has identified its customers well and dedicated resources to manage those customers VP is aware of the issues and has opened up communication with all teams

Questions - QCI
Draw the organizational chart for QCI? What is the organizational structure of the QCI? Provide reasons for justification? What are the issues faced by each project team? What are the root causes for the failure of project management in this organization? Is organization culture or structure having an impact What is the way out?

Questions - QCI
Is it possible that project management can be implemented effectively in any organizational structure if we have a cooperative culture? Restructuring is often accompanied by a shift in authority and the balance of power. Is this relevant to QCI? Can effective project management occur at the same time that the organization undergoes restructuring?