Project Management Case Studies

Cover
Title Page
Copyright Page
Contents
Preface
Part 1 Project Management Methodologies
	Lakes Automotive
	Ferris HealthCare, Inc.
	Clark Faucet Company
		Background
		Culture
		The Executive Decision
		Engineering Interviews
		Marketing Interviews
	Creating a Methodology
		Background
		Critical Issues
	Honicker Corporation
		Background
		Establishing The Team
		Kickoff Meeting
	Acquisition Problem
		Background
		Planning for Growth
		Strategic Timing Issue
		Preacquisition Decision Making
		Postacquisition Integration
	Zane Corporation
		Background
		The Project Management Landscape Changes
		Understanding Methodologies
		Selecting the Right Framework
Part 2 Implementation Of Project Management
	Kombs Engineering
	Williams Machine Tool Company
	The ReluctantWorkers
	Macon, Inc.
	Cordova ResearchGroup
	Cortez Plastics
	The Enterprise Resource Planning Project
		Background
		Executive Decision
		Meeting The team
		Understanding Phase
		Audit Phase
		Trade-Off Phase
		Negotiation Phase
		Restart Phase
		Execution Phase
	The Prioritization of Projects
		Background
		Prioritization Issues
	Selling Executives on Project Management
		Background
		Need for Project Management
		Gap Analysis
	The New CIO
		Background
		A Time for Change
		Hiring The CIO
		A Bull in a China Shop
		Presentation of the Plan
	The Invisible Sponsor
		Background
		Assigning The VP
		Fred’s Dilemma
	The Trade-off Decision (A)
		Overview
		Competing Constraints
		Ellen’s Dilemma
	The Trade-off Decision (B)
		The Decision
		The Breakthrough
		Trade-off Options
	The Project Audit
		Overview
		History
		The Decision to Audit the Projects
		The Health Check Report
		A Rude Awakening
	Brenda’s Dilemma
	The Information Overflow Dilemma
	Impact of the Assumptions
Part 3 Project Management Cultures
	Como Tool and Die (A)
		Strategic Redirection: 1996
	Como Tool and Die (B)
		Ford Introduces “Chunk” Management
		Strategic Redirection: 1997
	Apache Metals, Inc.
	Haller Specialty Manufacturing
	Coronado Communications
		Background
		Competitive System
		Two Years Later
	Radiance International
		Background
		Reorganization Plan
		Two Years Later
	The Executive Director
		Background
		The Internet Security Project
		Assigning the Project Manager
		The Work Begins
		The Problems Mount
		The Situation Worsens
		The Project Approaches Completion
	Redstone Inc.
		The Aerospace Division
		The Commercial Products Division (CPD)
		The Challenge
	The Lack of Information
	Cultivating Servant Leaders at Acme Industries1
Part 4 Project Management Organizational Structures
	Quasar Communications, Inc.
		R&D Project Management
		Small-Customer Project Management
		Large-Customer Project Management
		Capital Equipment Project Management
	Fargo Foods
	Government Project Management
	Falls Engineering
	White Manufacturing
	Martig ConstructionCompany
	Dixon Aerospace
	Managing Project Resources in Government Agencies
		Abstract
		Job Descriptions
		Full-Time Assignments
		Co-located Teams
Part 5 Negotiating For Resources
	Ducor Chemical
		The Project Continued
	American Electronics International
		Background
		Completion of the Material Development Project
		Selection Problems
	The Carlson Project
	Communication Failures
		Background
		The Team Is Formed
		Friday The 13th
Part 6 Project Estimating
	Capital Industries
	Small-Project Cost Estimating at Percy Company
	Cory Electric
	Camden Construction Corporation
		Background
		Meeting of the Minds
		Reviewing the Data
	The Estimating Problem
	The Singapore Software Group (A)
		Background
		Need for Growth
		Request for Proposal from Taiwan Technologies
		Proposal Kickoff Meeting
	The Singapore Software Group (B)
		Determining What to Bid
	The Singapore Software Group (C)
		Management’s Decision
	The Singapore Software Group (D)
		Another Critical Decision
	To Bid or Not to Bid
		Background
		Bidding Process
		New RFP
Part 7 Project Planning
	Greyson Corporation
	Teloxy Engineering (A)
	Teloxy Engineering (B)
	Payton Corporation
	Kemko Manufacturing
		Background
		Project is Initiated
	Chance of a Lifetime
		Background
		Signs of a Poor Economy
		Hiring a Project Manager
		Awarding Contracts
		Several Months Later
	The Phoenix Project
Part 8 Project Scheduling
	Crosby Manufacturing Corporation
	The Scheduling Dilemma
		Background
		Award of Contract
		Approaching Go-Ahead Date
		Time for a Decision
Part 9 Project Execution
	The Blue Spider Project
		History
		The Blue Spider Project Kickoff
		Selecting The project Manager
		The Work Begins
		A New Role
		The Communications Breakdown
	Corwin Corporation
		The Peters Company Project
		The Work Begins
	Quantum Telecom
	The Trophy Project
	Margo Company
	Project Overrun
	The Automated Evaluation Project
	The Rise, Fall, and Resurrection of Iridium: A Project Management Perspective
		Naming the Project
		Obtaining Executive Support
		Launching the Venture
		The Iridium System
		The Terrestrial and Space-Based Network
		Project Initiation: Developing the Business Case
		The “Hidden” Business Case
		Risk Management
		The Collective Belief
		The Exit Champion
		Iridium’s Infancy Years
		Debt Financing
		The M-Star Project
		A New CEO
		Satellite Launches
		An Initial Public Offering
		Signing Up Customers
		Iridium’s Rapid Ascent
		December 1998
		Iridium’s Rapid Descent
		The Iridium “Flu”
		Searching for a White Knight
		Definition of Failure: October 1999
		The Satellite Deorbiting Plan
		Iridium is Rescued for $25 Million
		Epilogue
		Shareholder Lawsuits
		The Bankruptcy Court Ruling
	Health Care Partners, Inc.
		Background
		First Quarterly Review Meeting
		Review Meeting at End of Month 4
		Critical Decisions
		The Health Check
	McRoy Aerospace
	The Poor Worker
	The Prima Donna
	The Team Meeting
		Background
		Know Your Energy Cycle
		A Tough Decision
	The Management Control Freak
		Background
		What to Do
	The Skills Inventory Project
	The Brainstorming Meeting
	Skills Needed for Managing a Complex Government Project35
		Project Overview
		Project Commencement
		Challenging Times
		ABC’s Management of the Situation
		Results
		Skills
Part 10 Controlling Projects
	The Two-Boss Problem
	The Bathtub Period
	Irresponsible Sponsors
		Background
		Story Line
		Gate-Review Meetings
	The Need for Project Management Metrics (A)
		Weekly Executive Staff Meeting
	The Need for Project Management Metrics (B)
		Where Do We Begin?
		Meeting of the Minds
	The Need for Project Management Metrics (C)
		Selecting the Right Metrics
	The Need for Project Management Metrics (D)
		Converting Metrics to Key Performance Indicators
	The Need for Project Management Metrics (E)
		From KPI Selection To KPI Measurement
	The Need for Project Management Metrics (F)
		Need for KPIs That Measure Value
	The Need for Project Management Metrics (G)
		Need to Cancel Projects
	The Need for Project Management Metrics (H)
		Need for Capacity Metrics
Part 11 Project Risk Management
	The Space Shuttle Challenger Disaster
		Background to the Space Transportation System
		NASA Succumbs to Politics and Pressure
		Solid Rocket Boosters
		Blowholes
		O-Ring Erosion
		Joint Rotation
		O-Ring Resilience
		The External Tank
		The Spare Parts Problem
		Risk Identification Procedures
		Teleconferencing
		Paperwork Constraints
		Issuing Waivers
		Launch Liftoff Sequence Profile: Possible Aborts
		The O-Ring Problem
		Pressure, Paperwork, and Waivers
		Mission 51-L
		The Second Teleconference
		The ICE Problem
		The Accident
		NASA and the Media
		Findings of the Commission
		Chain-of-Command Communication Failure
		Epilogue
	Packer Telecom
		Background
		The Meeting
	Luxor Technologies
	Altex Corporation
		Background
		Contract Award
	Acme Corporation
		Background
		The Meeting
	The Risk Management Department
		Background
		Risk Management Department
		A New Risk Materializes
		Ergonomics
	Sandora Company
Part 12 Conflict Management
	Facilities Scheduling at Mayer Manufacturing
	Scheduling the Safety Lab
	Telestar International
	The Problem with Priorities
	Conflict Resolution at Smart Mart1
Part 13 Morality And Ethics
	The Project Management Lawsuit
		Background
		Hiring the Vice President
		Hiring a New President
	Managing Crisis Projects
		Background
		Understanding Crisis Management
		Ford Versus Firestone
		Air France Concorde Crash
		Intel and the Pentium Chip
		Russian Submarine Kursk
		Tylenol Poisonings
		Four Years Later: Second Tylenol Poisonings
		Victims and Villains
		Life-Cycle Phases
	Is It Fraud?
		Background
		Meeting with Colonel Jensen
		Consultant’s Audit
	The Management Reserve
		Background
		Sole-Source Contract
		Meeting with Tim
		Reviewing Cost Figures
		Execution Begins
	Jill’s Dilemma
	Nora’s Dilemma
Part 14 Managing Scope Changes
	The Berlin Brandenburg Airport
		Justifying the Need
		Governance Issues
		Technical Issues
		Value-in-Use
		Management Analysis and Recommendations
		References
	Sierra Telecom
		The Need for Business Knowledge
		Timing of Scope Changes
	Change Management1
Part 15 Wage And Salary Administration
	Photolite Corporation (A)
		Project Information
		The Project Office
	Photolite Corporation (B)
	Photolite Corporation (C)
	Photolite Corporation (D)
	First Security Bank of Cleveland
	Jackson Industries
Part 16 Time Management
	Time Management Exercise
		Scoring System
		Monday’s Activities
		Tuesday’s Activities
		Wednesday’s Activities
		Thursday’s Activities
		Friday’s Activities
		Rationale and Point Awards
		Conclusions and Summary Questions
Part 17 Managing Innovation Projects
	The Government Think Tank
	LXT International
		Background
		Defining a Crisis
		Crisis Dashboards
	Lego: Brand Management
		Abstract
		Understanding Brand Management
		History
		Lego Bricks
		Manufacturing
		Lego’s Target Consumers
		Gender Equality
		Core Values
		Licensing Agreements
		Lego’s Legacy of Success
		Trademarks and Patents
		Environmental Issues
		Official Website
		Theme Parks and Discovery Centers
		Retail Stores
		Variations on Lego Themes
		Minifigures
		Robotic Themes
		Integrated Experiences
		Video Games
		Innovation Management: Plastic Construction Toy
		Innovation Life-Cycle Phases
		Innovation Management Lessons Learned
		Epilogue
	Lockheed’s Skunk Works
		The Need for an Innovation Unit
		The Birth of ‘Skunk Works’
		Challenges with ‘Skunk Works’ Growth
		Kelly’s 14 Rules and Practices at Skunk Works21
		Project Management Practices within Skunk Works
		Conclusion
	Acquisition Frenzy and Dynamic Growth at CometNet22
		Background
		The current situation
		Different stakeholder perspectives
	Bridging the Skills Gap in Global Innovations Incorporated (GII)23
Part 18 Assessing Project Management Maturity
	Simone EngineeringCompany
	NorthStar Software Company
Part 19 Industry Specific: Construction
	Robert L. Frank Construction Company
		Company Background
		History of the Lewis Project
	The Lyle Construction Project
		Inception of the Lyle Project
		Conduct of the Project
		Jung’s Confrontation
Part 20 Industry Specific: Disney Theme Parks
	Disney (A): Imagineering Project Management
		Introduction
		Walt Disney Imagineering
		Project Deliverables
		The Importance of Constraints
		Brainstorming
		Guiding Principles
		Imagineering Innovations
		Storyboarding
		Mock-ups
		Aesthetics
		The Art of the Show
		The Power of Acknowledgment
		The Need for Additional Skills
	Disney (B): Imagineering Project Management in Action: The Haunted Mansion
	Introduction
		Why Study the Haunted Mansion?
		Constraints
		Life-Cycle Phases
		The Scope Constraint
		Scope Changes
		The Time Constraint
		Additional Time Constraints
		The Cost Constraint
		The Safety Constraint
		The Aesthetics Constraint
		Ghost Host
		Aging Man
		Changing Portrait Characters
		Stretching Portrait Characters
		Coffin Occupant
		Madame Leota
		Duelists
		Hitchhiking Ghosts
		Referenced Characters
		Special Effects and Music
		Continuous Improvements
	Disney (C): Disney Theme Parks and Enterprise Environmental Factors
		Understanding Enterprise Environmental Factors
		Enterprise Environmental Factors and Culture
		Enterprise Environmental Factors and Competing Constraints
		The Decision to Build Euro Disney
		Site Selection
		Project Financing
		Understanding Cultural Differences
		Land Development
		Disney’s Integrated Services
		Disney University
		Anti-American Sentiment Grows
		Underestimating the Impact of Culture
		Missing the Targets
		Debt Restructuring
		Walt Disney Studios Park
		Another Debt Restructuring
		2007 to 2013
		The Walt Disney Company’s 2013 10K Report
		October 2014
		February 2017
		Conclusions
	Disney (D): The Globalization of Disneyland
		Licensing Agreements
		Joint Ventures
		Tokyo Disneyland
		Euro Disney (Disneyland Paris)
		Walt Disney Studios Park
		Tokyo DisneySea
		Future of Tokyo Disneyland
		Hong Kong Disneyland
		Criticisms
		Ocean Park Hong Kong
		Future Globalization
	Disney (E): Ocean Park Hong Kong: Competing against Disney
		Enterprise Environmental Factors
		History
		The Decision to Compete with Disney
		Animals
		Conservation
		Get Closer to the Animals
		Other Unique Experiences
Part 21 Industry Specific: The Olympic Games
	Olympics (A): Would You Want to Manage Projects for the City Hosting the Olympic Games?
		Understanding the Olympic Games
		Public-Sector Project Management
		The Life Cycle for Olympic Games
		Cities That Have Lost Money
		Olympic Games Revenue Sources
		Changing the Olympic Ideology
		IOC Headaches
		Project Complexity
		The Challenges from the Triple Constraints
		Project Management and the Enterprise Environmental Factors
		Other Olympic Issues
		Capturing Lessons Learned
		Future of the Olympic Games
	Olympics (B): The Olympics, Project Management, and PMI’s Code of Ethics and Professional Conduct
		Sochi Olympic Games
		Cost Escalations at Sochi
		Epilogue
	Olympics (C): Would you Want to Manage Projects for the Feeding of Athletes in the Olympic Village?
		Project Complexity
		Feeding the Olympic Athlete
		The Olympic Village
		Supporting Sustainability
		Fairtrade Certification
		The Cost of Food
		The Sustainability Food Legacy
	Olympics (D): Managing Health Risks for Some Olympic Venues
		The Zika Virus
		Guanabana Bay
		Testing the Water
		Conclusions
Part 22 Industry specific: the commercial aircraft industry
	Boeing 787 Dreamliner Battery Issues
		The Safety Constraint
		The Boeing 787 Dreamliner Decision
		Innovation Problems
		Conclusions
	Airbus A380
		Introduction
		History and Motivation of A380 Project
		Airbus A380 versus Boeing 747
		Airbus A380 Amenities
		Airbus versus Boeing: Two Different Visions
		Program Manager and Project Manager
		Sales Data and Future of the A380
		Conclusions and Epilogue
Part 23 Industry Specific: Agile/Scrum/Hybrid Project Management
	Agile (A): Understanding Implementation Risks
		Remco’s Challenge
		The Need for Flexibility
		The Importance of Value
		Customer Involvement
		Scope Changes
		Status Reporting
		Meetings
		Project Headcount
	Agile (B): Project Management Mind-set
		The Triple Constraints
		Planning and Scope Changes
		Command and Control
		Risk Management
	Agile (C): Managing and Reporting Project Agility
		Metric Mania
		Metric Management
		The Love/Hate Relationship
		Linda’s Conclusions and Recommendations
	Working in a Hybrid Environment
	A New Project Management Methodology
	The Agile Transformation
	ClinWare Hybrid Project Management
		Background
		First Meeting with the Sponsors
		Meeting with the Team
		Second Meeting with the Sponsors
		Implementing the Hybrid Approach
		Conclusion
	XYZ Tech Solutions – Transitioning to Hybrid Work
		Background
		Stakeholders and their opinions
	Signals Inc.
		Introduction
		The project challenge
Part 4 Artificial Intelligence
	Kane Corporation (A)
		Introduction
		Costly Implementation
		Policies and Procedures
		Legal Responsibility
		Stakeholder Buy-in
		Need for Continuous Improvement
		AI Data Bias
		Human Interactivity
		Lack of Emotions and Creativity
		Conclusions
	Kane Corporation (B)
		Background
		The Growth of AI
		Expected Changes
	FinTech Innovations Digital Banking Transformation with Performance Metrics
		In Summary
	EcoTech Renewable Energy Project with Vendor Assessment
	GreenGro – Cultivating Growth with Responsible AI
		Background
Name Index
Subject Index
EULA