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Assignment 3: Selling Executives on Project Management A+




Question;Due Week 6 and worth 100 points;Read the Chapter 10 Case titled ?Selling Executives on Project Management.? Write a one to two (1-2) page paper in which you;Analyze the fundamental reasons why the executives in the case;refused to listen to their own employees but were willing to listen to a;consultant. Discuss the main reasons why the executives still seemed;apprehensive even after the consultant?s presentation.Imagine;that you are the consultant from the case study. Speculate on three (3);strategies that you could employ to get the executives to understand;your point of view and thus support your project management;recommendations.Use at least three (3) quality references. Note: Wikipedia and other Websites do not quality as academic resources.Your assignment must follow these formatting requirements;Be typed, double spaced, using Times New Roman font (size 12);with one-inch margins on all sides, citations and references must follow;APA or school-specific format. Check with your professor for any;additional instructions.Include a cover page containing the;title of the assignment, the student?s name, the professor?s name, the;course title, and the date. The cover page and the reference page are;not included in the required assignment page length.SELLING EXECUTIVES ON PROJET MANAGEMENT (CASE STUDY);Background;The executives at Levon Corporation watched as;their revenue stream diminished and refused to listen to their own;employees that were arguing that project management implementation was;necessary for growth. Finally, the executives agreed to listen to a;presentation by a project management consultant.;Need for Project Management;Levon Corporation had been reasonably successful;for almost twenty years as an electronics component manufacturer. The;company was a hybrid between project-driven and non-project driven;businesses. A large portion of its business came from development of;customized products for government agencies and private-sector companies;around the world.;The customized or project-driven portion of the business was;beginning to erode. Even though Levon?s reputation was good, the;majority of these contracts were awarded through competitive bidding.;Every customer?s request for proposal asked for a section on the;contractor?s project management capability. Levon had no real project;management capability. Since most of the contracts were awarded on;points rather than going to the lowest bidder. Levon was constantly;downgraded in the evaluation of the proposals because of no project;management capability.;The sales and marketing personnel continuously expressed their;concerns to senior management, but the concerns fell upon deaf ears.;Management was afraid that their support of project management could;result in a shift in the balance of power in the company. Also, whatever;executive ended up with control of the project management function;could become more powerful than the other executives.;Gap Analysis;Reluctantly, the executives agreed to hire a;project management consultant. The consultant was asked to identify the;gaps between Levon and the rest of the industry and to show how project;management could benefit the company. The consultant was also asked to;identify the responsibilities of senior management once project;management is implemented.;After a few weeks of research, the consultant was ready to make his;presentation before the senior staff. The first slide that the;consultant presented was Exhibit 10-5, which showed that Levon?s revenue;stream was not as good as they thought. Levon was certainly lagging the;industry average and distance between Levon and the industry leader was;getting larger.;The consultant then showed Exhibit 10-6. The consultant had;developed a project management maturity factor based upon such elements;as time, cost, meeting scope, ability to handle risks, providing quality;products, and customer interfacing and reporting. Using the project;management maturity factor, the consultant showed that Levon?s;understanding and use of project management were lagging the industry;trend.;The consultant then showed Exhibit 10-7, which clearly illustrated;that, unless Levon takes decisive action to improve its project;management capability, the gap will certainly increase. The executives;seemed to understand this but the consultant could still see their;apprehension in supporting project management.


Paper#51637 | Written in 18-Jul-2015

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