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Read the Case Study titled “Creating a Methodology”. There is some reluctance by the executives of the firm to adopt formal project management processes. Suppose that you have been hired as a consultant to help John Compton’s company to implement this change. Write a short report (2-3 pages, 500-800 words) that encapsulates answers to the questions below.

Be sure to offer your recommendation on what should be done to inaugurate a formal management process, stressing the advantages based on what you have learned in this module.

What are some of the key challenges to implementing project management philosophies and methodologies into organizations?

As an external consultant, which of the project management organizational structures (matrix, projectized, and functional) would you recommend to John Compton and his executives to adopt? Support your rationales.

Is it acceptable for the Project Management Office (PMO) to report to the chief information officer, or should they report to someone else? If no, to whom should they report? Share your reasons.

Should Enterprise Project Management (EPM) methodologies be designed around organizational culture or dynamic project elements? What are the pros and cons of choosing either one?

Can all of the benefits of implementing Project Management processes and methodologies be realized by an organization? Why or why not?

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PREFACE
Some educators prefer not to use case studies that are more than 10 or
20 years old. However, the circumstances surrounding many of these older cases
and situations are the same today as they were years ago. Unfortunately, we seem
to be repeating several of the mistakes made previously.
Eighteen new cases have been added to this edition and some existing cases
have been updated. Seed questions in the case studies reflect on some of the issues
that project managers might face. The new cases are:
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Disney (A): Case study discusses how Disney’s Imagineering project
managers may need a different set of skills from those possessed by most
traditional project managers.
Disney (B): Case study discusses some of the challenges Disney faced
with the Haunted Mansion Project.
Disney (C): Case study discusses how the enterprise environmental
factors impacted Disney’s decisions to build new theme parks.
Disney (D): Case study discusses the contractual decisions that Disney
faces with some of its partners in the construction of worldwide theme
parks.
Disney (E): Case study discusses the challenges faced by an established
theme park in Hong Kong when Disney announced it would build a
Disney theme park nearby.
Olympics (A): Case study shows the complexities and enterprise environmental factors that impact the decision to host the Olympic Games.
Olympics (B): Case study shows the complexities of following the
PMI Code of Ethics and Professional Conduct when managing Olympic
projects that involve billions of dollars and often-greedy contractors.
Olympics (C): Case study shows what is involved with managing a project designed to feed 20,000 Olympic athletes and staff at the Olympic
Village when they come from almost every country in the world and may
have different nutritional needs.
Olympics (D): Case study discusses the some of the health and safety
risks that the Olympic athletes faced in the Rio Olympic Games
The Project Audit: Case study discusses a company’s recognition that it
needed a process in place to audit projects, but it was unsure about how
to do it, when to do it, or who should do it.
Trade-off Decisions (A): Case study discusses the challenges that a company faces when having to make critical trade-off decisions.
Trade-off Decisions (B): Case study discusses the options that a company
faces with regard to making a critical decision.
The Executive Director: Case study discusses how a newly appointed
executive director at a government agency got immersed in political
gamesmanship to protect his image.
Preface
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Boeing 787 Dreamliner Battery Problems: Case study illustrates the
importance of safety as a project management constraint when designing
a commercial aircraft.
Airbus A380: Case study focuses on some of the business-related decisions that project managers must make in the commercial aircraft industry.
Agile (A): Case study focuses on some of the strategic business decisions
that may be impacted when converting to agile or Scrum, especially when
your business survives on competitive bidding and your clients may not
understand or allow you to use agile or Scrum.
Agile (B): Case study describes some of the operational issues facing
project managers when they must manage a project in an agile environment rather than in a traditional project management environment.
Agile (C): Case study illustrates how reporting project status in an agile
environment may be different from status reporting in a traditional project
management environment.
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Most of the case studies are factual, but the names of the companies, the
names of the individuals involved, and other identifying details have been changed
(with the exception of Disney, Boeing, and Iridium, and the case studies of the
2016 Olympics and the Challenger space shuttle disaster).
Project Management Case Studies, Fifth Edition
By Harold Kerzner
Copyright © 2017 by John Wiley & Sons, Inc.
Part 1
PROJECT MANAGEMENT
METHODOLOGIES
As companies approach some degree of maturity in project management, it
becomes readily apparent to all that some sort of standardization approach is
necessary for the way that projects are managed. The ideal solution might be to
have a singular methodology for all projects, whether they are for new product
development, information systems, or client services. Some organizations may
find it necessary to maintain more than one methodology, however, such as one
methodology for information systems and a second methodology for new product
development.
The implementation and acceptance of a project management methodology
can be difficult if the organization’s culture provides a great deal of resistance
toward the change. Strong executive leadership may be necessary such that the
barriers to change can be overcome quickly. These barriers can exist at all levels
of management as well as at the worker level. The changes may require that workers give up their comfort zones and seek out new social groups.
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