ANALYZE THE ROLE OF THE PROJECT MANAGER THAT THIS PROJECT WOULD REQUIRE. EXAMINE THREE (3) CHARACTERISTICS OF AN EFFECTIVE PROJECT MANAGER THAT ARE RELEVANT TO THIS PARTICULAR EXPANSION PROJECT. PROVIDE A RATIONALE FOR THE RESPONSE.

Due Week 8 and worth 300 points

Note: This assignment is a continuation from Assignment 2.

Write a six to eight (6-8) page paper in which you:

1.Describe the project scope and project management plan. Align your plan to the overall strategy that you had recommended to the senior executives in Assignment 2.

2.Analyze the type of staff that your company would need in order to make the manufacturing switch to motorcycles with larger motors.

3.Prepare four (4) team-building strategies for handling the newly formed team. Discuss the manner in which the strategies that you have prepared may positively or negatively affect productivity within the company.

4.Analyze the role of the project manager that this project would require. Examine three (3) characteristics of an effective project manager that are relevant to this particular expansion project. Provide a rationale for the response.

5.Emphasize the importance of identifying critical path on projects and the manner in which one would allocate resources to all of the activities on the critical path.

6.Outline the elements of the Work Breakdown Structure (WBS) and pricing and costing strategy.  Delineate the fundamental ways in which the project in question is composed.

7.Develop the following using designated project management software (e.g., Microsoft Project):

a.Work Breakdown Structure (WBS)

b.Gantt chart

c.Assigned ResourcesAttach the project file that contains the items that you have developed.

8.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.Assignment 2 Week 4Mark Abbott

    Professor Mitchell

    Project Management

     

    Motorcycles have been a way of life since their invention. Over the last 50 years the technology and style has improved by leaps and bounds to satisfy customers of various levels of motorcyclist hobby needs from cross country touring to the need for speed. Over the years motorcyclist across the board have been wanting more and more power out of their motorcycles. Every motorcyclist creates a bond with the brand of motorcycle that best meets their need and style taste. This is the most important part to maintain a healthy relationship to ensure any motorcycle producing company. Fortunately the motorcycle company I am representing already has a strong bond with its client  base in the mid-engine range of 500-1000cc engines but as riders are wanting more power we must adapt I order to maintain the new satisfaction standards being set by the consumers. Touring motorcycles for long distances has become a big market for riders between the ages of 35 and 60 which also happens to have a higher grossing per year capita.

    For this particular project the organization type that I would choose as most beneficial would be the matrix organization. This form is “project-driven” where each project manager reports directly to the Vice-President (VP) or General Manager (GM) of the company, and the power and authority used by the project manager comes directly from the GM. But also at the same time the functional experts maintains their responsibilities over the development, maintenance, and revisions of their specific expert field and in this case the project manager is solely responsible for the success or failure of this project. “Execution is critical to success. Execution represents a disciplined process or logical set of connected activities that enable an organization to take a strategy and make it work. Without a careful, planned approach to execution, strategic goals cannot be attained” (Hrebiniak, 2005, pg. 3). “Manufacturing has long recognized the importance of process effectiveness and efficiency. Process helps an organization’s workforce to meet business objectives by helping them to work smarter, not harder, and with improved consistency. Effective processes also provide a vehicle for introducing and using new technology in a way that best meets the business objectives of the organization” (Chrissis, Konard & Shrum, 2011, pg. 5). The first step in the process of development is to complete an organizational assessment. There are a few questions that should first be addressed when the company is already a functioning entity in the current market. What things are being done right? These are the functions that should be maintained and not changed, so that all necessary attention can be focused on areas of concern or problematic. A detailed assessment should be directed towards planning, configuration management (electronic and mechanical), requirements management and quality assurance. Next, what are corporate and industry lessons learned? It is important to be able to capitalize from the mistakes of other departments within the company as well as from mistakes from others within the manufacturing industry. These lessons can help lower the cost of development by preventing the functional departments and teams from making the same, costly mistakes that could result in the project timeline being pushed to the right, and crisis mode possibly implemented due to the time established for project implementation. Hence, the overall total cost of development and production would increase. Next, what are the best practices of the industry? There is no point in re-inventing the wheel when one is currently on the market, available and usable. The second step in the process development is to determine the total cost of development for each functional area of each determined class of larger touring motorcycle. The range of this project could start at 1200 cc and rise up to 2300 cc. But the intent is to produce a touring class motorcycle designed specifically to cover long distances, it would be beneficial that the engines remain less than 1800 cc. This in part is due to considerations for operational size, fuel consumption and affordability. The third step in the process of development is to align management resources within the pure matrix organization model. Some advantages of this is the project manager maintains maximum control of the project and all of its’ resources such as policies and procedures can be adjusted for each project, quicker reaction to changes, conflicts and project needs are more easily attainable, each functional department possess a dedicated technical expert dedicated to the total development process, final project budget costs can be minimized thanks to the “shared” responsibilities throughout the company, but specific based upon the project; the project’s cost, performance and schedule can be better managed, and the burden can be more evenly distributed among the team accordingly.

    The strategy that would be best utilized to secure a competitive edge during the transition to continue to offer customers a niche market with a product that they will consider above acceptable standards would be the focused differentiation strategy. The focused differentiation strategies focus is to narrow the market for buyers needs and wants. The entire production of focused differentiation strategy emphasizes on the products ability to meet customizations to the target customers’ taste. To effectively satisfy a balance of short term and long term needs is held in the value of the company. The ability to convert dreamers into doers and becoming motorcyclist. The widely used term free ride is a very effective marketing strategy of allowing the potential rider to get a free ride thereby allowing them to enforce their desire to own the road. So in this case the strategy best used would be the balanced scoreboard strategy which was developed by Robert S. Kaplan and David P. Norton in order to supplement traditional, financial measures with criteria that measured performance from three additional perspectives – those of the customers, internal business processes, and learning and growth. This is crucial because the balanced scorecard will give the company the ability to track the financial results of the current products while simultaneously monitoring the new product of the larger touring class, building additional capabilities and acquiring assets for future growth. This strategy will very effectively cover both short term and simultaneously long term needs. . “Managers using the balanced scorecard do not have to rely on short-term financial measures as the sole indicators of the company’s performance. The scorecard lets them introduce four new management processes that, separately and in combination, contribute to linking long-term strategic objectives with short-term actions “(Kaplan & Norton, Harvard Business Review, 2007). Some crucial resources that the PM is going to require in order to run the existing business interests at the same time that the business changes to the new production of the touring class motorcycles is 1) the overall, corporate vision that translates into what the senior executives are expecting to be accomplished over an established length of time. This will allow the project manager to be able to define what “success” looks like by clarifying the vision, determining the specific objectives and creating achievable goals. 2) The PM will need to established communicative lines, and the empowerment to link departmental and individual objectives with the ability to incentivize performance achievements. Communication should flow freely up and down the chain of command easily in order for every level to work in cooperation and tandem to accomplish the corporate vision. 3) The PM will need access to the business plan and input on the business planning process. This will allow for the integration process of the project plans to be integrated, or adjusted to be transformed into the overall business and financial plans for the company. The project manager can use this knowledge to disperse resources, set priorities and coordinate task that move progress towards the long-term strategic objectives of the organization. 3 and final) The PM must have access to the crucial resource of feedback. The feedback and review process act as an aid or tool in focusing preciseness on whether the project, and/or company have met their budgeted and projected financial goals for the month, quarter and year. These listed resources are extremely important to the overall success of the PM and the project itself. “Most companies operational and management control systems are built around financial measures and targets, which bear little relation to the company’s progress in achieving long-term strategic objectives. Hence, the emphasis most companies place on short-term financial measures leaves a gap between the development of a strategy and its implementation” (Kaplan & Norton, Harvard Business Review, 2007).

    When it comes to leadership style that is usually what is determined beforehand to assign the PM in the first place. Before the PM is even assigned the company will look at the PM’s ability to handle and manage all technical and managerial aspects of the position. . The most sought after project management leadership style that is most productive to overseeing the operation of the business growth plan is a mixture of the Participative and Autocratic Leadership traits. Autocratic Leadership is more a task focused leadership where all of the decision making is in the hands of the PM and has the final say in any and all decisions. This relates back to the matrix organizational model where the project manager will have the final say over the project from birth to completion, as assigned by the GM.

    Risk mitigation is the necessary precautionary steps to eliminate or reduce the negative effects that hide in the developmental process or organization. The main three risk mitigation strategies to utilize the project plan details are: 1) risk acceptance, 2) risk limitation and 3) risk transference. Risk acceptance acknowledges the cost of other risk management options and determines that either the other strategies are higher in risk or simply not possible. Secondly, risk limitation will be the opposite strategy to go with. Risk limitation limits a company’s exposure by taking some action, even if it’s not a large action it employs a small amount of risk acceptance and risk avoidance, or an even balance of both. Lastly is the risk transference which is the involvement of handing risk off to an accepting third party as opposed to the company assuming the entire responsibility. Since the company is already currently a contender in the motorcycle manufacturing market they will already have established contracts and relationships that can be utilized to transfer some of the risk associated with the development and production of the new units as a third party organization. This will also allow for larger profit margin sharing and the extension of contracts.

     

     

    References:

    Hrebiniak, 2005, pg. 3

    Chrissis, Konard & Shrum, 2011, pg. 5

    Kaplan & Norton, Harvard Business Review, 2007

    http://hbr.org/2007/07/using-the-balanced-scorecard-as-a-strategic-

    http://www.mypmhome.com/three-types-of-project-management-organizations/

    http://www.epmbook.com/risk.ht

 

"Is this question part of your assignment? We Can Help!"