Maximum Megaherzt Case Study

Magali Ekome Ndong MGT 4330 Dr. Margaret Shipley Tuesday November 6th 2012 Case4 Maximum megacycle protrusion Maximum Megahertz Olaf Gundersen, CEO of piano tuner telecommunication Comp any, is facing a difficult situation. He accepted a plan proposed by 6 of his cleverest R&D specialist, The Maximum Megahertz make. This roam is now behind. In order to get expose of this predicament and avoid such issues in the future, Olaf Gundersen and his team should ask themselves these questions. How can they perk from their mistake? How to identify a risky purport and put an close to it?This particular case is related to chapter 14 of our textbook. This chapter deals with hurl closure or what to do when your ascertain is done. Although here our project is not done, these chapters discuss the briny reason why it is so. It is said on page 505 of the textbook, the closure microscope stage is as important as any other phase of the project. reflexion tells us that organizations that m anage closure and retrospect well prosper. Those who dont t quit to hold back projects that drag on forever and repeat the resembling mistake over and over.It is said in our case that this project is not the first one Olaf and his company as difficulty with. depend of fact, there were three other projects that could not be completed in the last 5 years. The CEO kept on investing elections into these projects erudite that they were dead end. We can therefore, affirm that Olaf did not learn from his mistakes. He penury to include in his future plan of action a review stage after each project completion. Here, we seem to have a perpetual project which is a never ending project.For instance, completing this project impart take 6 additional months when it is al take aimy 4 months late. Also, this project initi eithery demanded $600,000 and now requires $800,000 more. The team faces numerous issues such as military unit reduction, speed increase and use of a new technology batte ry. In regard to all the informationrmation given, I lead suggest that Olaf puts an end to this project. He could certainly pour more resources into the project, but doing so will not be a wise decision, in regard to his noncurrent failures.Also, Olaf is already discouraged and unmotivated about this project his gut shade tell him the project will never materialize, and he should get out. In other to avoid having the same issues down the road, Olaf and his team need a plan of action. In this plan he first inevitably to review past projects and identify recurring issues. For that, he should hire and fencesitter facilitators that will review previous or current projects that will quite a little lessons learned and advise on future procedures.Second, he needs to pass judgment his team members and look for any issues such as effectiveness of sort decision, trouble solving processes, group cohesion and quality of information change as suggested in our textbook page 512. Also, b efore accepting any new project, Olaf should make sure he understands all the parts and that his Telecom Company is fit to fulfill the project. An article by Ted Klastorin and Gary Mitchell, suggest that supplying is a critical step in project completion.We can read from this extract from the article, Optimal project planning under the threat of a disruptive event, A critical part of most project plans is a baseline schedule (or pre-schedule Herroelen, 2007 Van de Vonder et al. , 2007) that is frequently used for timing resource allocation decisions in supplier contracts as well as communication with project stakeholders and setting benchmarks for project monitoring and control. The importance of defining static baseline schedules has been recognized by the Project counseling Institute (Project counselling Institute, 2008).Furthermore, this article adds that Given the importance of baseline schedules in the planning process, researchers and practitioners have focused on methodo logies for finding schedules that are robust to random durations. In this article, the authors propose a model or formula to use in case of disruption as follow In this article, we introduce a problem faced by managers who are planning complex projects that is, how should project managers react when faced with the threat of a possible DE that would stop all work on the project for a given period fleck overhead and indirect costs continue to accrue?While this problem is related to previous work on project risk, our model analyzes policies that understate expected total costs under very general conditions. Although we will not go in dept. into the model, but we are here warrant that they ways to effectively deal with disruptions. In conclusion, Olaf should step out of this project and refrain from engaging in any new ones before he consults a review committee that will help highlight the errors he has made in the past. Also, we suggest that looks closer at his planning scheme and eview his team. Works Cited Case Megahertz Project page 530 Project Management the managerial process Erik W. Larson, Clifford F. Gray, 5 ed. Chapter 14 Project Closure pages 504-531 Project Management the managerial process Erik W. Larson, Clifford F. Gray, 5 ed. Optimal Project preparedness under the Threat of a Disruptive Event, Ted Klastorin, Gary Mitchell IIE Transactions Vol. 45, Iss. 1, 2013 ABInform http//wj2gn4jw9z. search. serialssolutions. com. ezproxy. uhd. edu/? ctx_ver=Z39. 8-2004&ctx_enc=infoofi/encUTF-8&rfr_id=infosid/ProQ%3Aabiglobal&rft_val_fmt=infoofi/fmtkevmtxjournal&rft. genre=article&rft. j gentle=IIE+Transactions&rft. atitle=Optimal+project+planning+under+the+threat+of+a+disruptive+event&rft. au=Klastorin%2C+Ted%3BMitchell%2C+Gary&rft. aulast=Klastorin&rft. aufirst=Ted&rft. date=2013-01-01&rft. volume=45&rft. issue=1&rft. spage=68&rft. isbn=&rft. btitle=&rft. title=IIE+Transactions&r