Crosby manufacturing corporation case study

Abstract Next to first-hand experience, case studies are one of the best ways to learn project management skills. In The Crosby Manufacturing Corporation case study, Harold Kerzner reports on the executive-level exchange between the company president and other department heads regarding a new Management Cost and Control System (Kerzner, 2009). This paper will give a synopsis of the case, analyze the case study communications issues and risks, and evaluate Livingston’s selection of a project manager.

It will also discuss the possible reactions from the employees, the impact on the cost and time on the project as well as which constraints ultimately compromised the success of project. Crosby Manufacturing Corporation Synopsis of the Case The Crosby Manufacturing Corporation case study details a discussion between the organization’s executive officers over their plans to implement a new Management Cost and Control System (MCCS) (Kerzner, 2009).

The president, Wilfred Livingston, has successfully reorganized the company into a more efficient matrix organization over the previous three years and seeks to implement the new MCCS so the company can compete on new government contracts. Crosby’s existing MCCS falls short of government reporting and auditing requirements. At the beginning of the meeting, Livingston lays out the case for the new MCCS. The Management Information System (MIS) manager initially responds with a plan to perform a feasibility study with a detailed requirements analysis. The Engineering manager responds with a schedule and proposed vendor evaluation metrics.

He suggested starting software development immediately. Livingston closes the discussion by assigning a project manager from another group and, after committing his support to the project, lays out a list of project planning items he wants to see the following week (Kerzner, 2009). Due to miscommunication, Livingston’s plans cause potential risk to the project’s success. Evaluation of Livingston’s Choice of a Project Manager The President of the corporation had the right to decide on a project manager by employing an individual that would off the necessary services needed by the government agency to complete the job.

Mr. Livingston gave the management staff an opportunity to come up with the proper approach but they were unable to. In line with the project objectives, they will fail to come up with the right milestones, detailed schedules, and design review meetings and feedback necessary from the management staff. As the leader of an organization, you have to be able to choose individuals as leaders that will be able to perform the task efficiently and effectively with the corporation’s best interest in mind. Was his choice a mistake?

Yes, I think that this was a major mistake in appointing Mr. Emary as the project manager because he had little experience in such a major task and something that the company was depending on heavily. Though Mr. Emary was an outstanding planner and got the job done, this was not one of those times when you need someone with little experience leading such a major project and to make the statement that Mr. Emary had less knowledgeable then other on the project did not do much to console the employees of his competence on completing the task. Reaction of the Functional Employees

The reactions from the functional employees in response to the appointment of Emary as the project manager had to be shocking. They probably had my questions and concerns about the potential success of the project and its completion under the supervision of Emary. Even if Mr. Livingston had confidence in his abilities, that said nothing about his ability to lay out the necessary and detailed schedule needed for the project completion or even know what resources were needed to be successful. Impact of Cost and Time Restraints The three constraints of project management will almost always be competing with each other.

If a team decides to enlarge the scope of a project, the time will become larger as well, along with the cost. If the time constraint is tighter, the scope may be reduced, but the costs will remain high. If the team should decide to tighten the budget, the scope will become smaller but the time will increase. To become skilled in project management, the project manager and their team must be capable of dealing with these constraints in a way that will allow them to successfully complete any project that they plan. This will have an impact on the kind networking techniques used and project schedules.

Changes in projected costs to actual costs will in most instances stretch the length of time it takes to complete projects and at the same time determine the kinds of techniques to be employed. Constraints that could Compromise Project Success Although there are many project constraints, these should not be barriers for successful project execution and for the effective decision-making. The main three interdependent constraints for every project are time, cost, and scope. Quality is not a part of the project management triangle, but it is the ultimate objective of every delivery.

Hence, the project management triangle represents implies quality. Many project managers are under the notion that ‘high quality comes with high cost’, which to some extent is true. By using low quality resources to accomplish project deadlines does not ensure success of the overall project. So like with the scope, quality will also be an important deliverable for the project. The important aspect is to deal with it. The project manager needs to strike a balance between the three constraints so that quality of the project will not be compromised. To overcome the constraints, the project managers have several methods to keep the project going.

Some of these will be based on preventing stakeholders from changing the scope and maintaining limits on both financial and human resources. A project manager’s role is evolved around responsibility. A project manager needs to supervise and control the project from the beginning to the closure. Understanding that it is always a requirement to overcome the challenges related to the project and if you do so, those constraints will not ultimately compromise its success. Reference Kerzner, H. (2009). Project management: A systems approach to planning, scheduling, and controlling (ed. ). Hoboken, NJ: John Wiley & Sons, Inc.

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