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Project management - Case Study Example

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Summary
They appointed Jean Roberge as the vice president in charge of Information Technologies Management and he was supposed to come up with an ideal IT…
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Project management
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Project management Project management The management of ABS decided, three years ago, to bring its three original companies under a single entity forming ABS Canada. They appointed Jean Roberge as the vice president in charge of Information Technologies Management and he was supposed to come up with an ideal IT strategic plan. The plan was developed in collaboration with a team of internal collaborators from the three original companies. The main consideration of the plan was to ensure that the ABS Canada was provided with an integrated management systems and processes that could be shared equally among human resource, financial management and sales and marketing management. The company is seeking to recruit a new project manager to lead the project. This paper has set the recommendations necessary and recommends the vice president to use the score model to come up with the best solution.
Background
ABS has in recent years acquired two companies, which are General Maritime Protection and the Western general insurance in Calgary. These two acquisitions positioned it as a major insurer in Canada. These companies function autonomously up to this date even after the merging of the three companies under a single legal entity. That is why an IT strategic plan was necessary which provided an IMSP, which could be shared by the HRM, financial management and sales and marketing management. The IMSP could lead the ABS Canada to solve these underlying problems.
Issues
Vice president Jean Roberge felt that he needed a project manager to help him with the IMSP project. This project was an important one for the organization since it could enable the three companies solves their underlying problems. That is why an ideal project manager is important.
Analysis
Jean Roberge should come up with a checklist and then use the scoring model to select the ideal project manager (Kloppenborg, 2011). The first step involves him coming up with a list analyzing and indicating the purposes of the project and decides which ability is more important to realize the purpose of the project. He should consider IT technical ability and the negotiation abilities between the three companies should be considered. The next stage is for Jean Roberge to consider the most important aspects of each criterion with considerations of the project’s blueprint. He then finds all the candidates and scores them according to their scores. He is then supposed to use the scoring model to get the rightful candidate. He obtains this by multiplying the scores of the criterion with their corresponding weight.
Recommendations
It is important that Jean Roberge should use the scoring model to select his ideal project manager. He can use the method in the company to choose a manager from their first before proceeding outside. An inside project manager would be ideal for the position since they understand the company better. In case he lacks a suitable candidate in the company, he can proceed outside the company for the search.
Conclusion
Jean Roberge can find an appropriate project manager by adopting score model. It is crucial that a solution to the underlying issues facing the three companies is solved to enable effective operations of the three companies together. That is why the IMSP project is important leading to the search for an ideal project manager to lead the project.
References
Kloppenborg, T. J. (2011). Contemporary Project Management. Place: South-Western College Pub. Read More
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