Como Project Management System - Assignment Example

Como Tool and Die Case Study Question one Prior to the announcement, Como project management system was under scrutiny from its customers. The slow process by the company was threatening the customer’s loyalty towards the firm’s project management. The immature performance by Como was the third aspects that lead to the announcement by ford in 1997(Kerzner, H, 2013 pp151) A firm needs to design its project management models based on comparison and assessment process. The outcome from this model will prompt an action plan in an effort aimed at effectiveness and competiveness in the market. The announcement was driven by the fact the Como failed its mandate to both the customers and firm ligation. The outcome of a given project will determine the nature of an action plan and according to Ford, the announcement was meant to counter the slow pace in project delivery by Como. There was need to reduce lead-time and improve supplier confidence. There is the aspect of engaging suppliers t improve on quality. The announcement was motivated by the fact that customer demanded quality and product timely delivery. There was the need to reduce the cost of production hence reducing the lead- time would mean a more units are produced with a specific period. this would satisfy the growing demand and thus motivating the suppliers towards continues flow of raw materials towards the firm. Challenges faced by the firm in respect to suppliers and lead-time prompted the firm to announce the introduction of a new system that would enhance production and encourage the eternal environment towards engaging with the firm. Question two Como efforts to accelerate their learning process lies deeply on their management strategy. The repetitive nature of project should be enough in guiding Como towards a successful project management model. The learning process would be longer depending on how Como adapts models. The firm needs to outline its priority and work towards its maturity processes. These processes are motivated upon by the learning cycle a company experiences in their quest for a successful project management. There are stages in which Como should ensure an accelerated learning process in order to ensure they overcome their previous challenges in matters project management. The initial stage would be the embryonic stage (Kloppenbord , 2011, p6) The stage would ensure a learning process between the middle level managers and the senior management system where the challenges are identified and outlines. The stage would ensure that the Como project manager recognizes the differences between their actual performance and their expected performances. Upon recognition, the model advance to the acceptance stage where the current situation is analyzed and the outcome used to plan for the growth stage(Kloppenbord ,7) The growth stage would entail the changes made compared to the previous periods that where characterized by immaturity performance and customer dissatisfaction due to longer lead-time. The final phase would be the maturity stage where the management connects time and performance (Kloppenbord, 8) .The capacity of the company is maximized. The maturity stage will be compared to the period prior to the embryonic stage in order to evaluate actual performance. Question three The success of Como will depend on the nature in which they adapt each phase. The maturity phase will determine whether the concepts where internalized (kerzner, 2004,pp 34). The previous challenges where on Como’s models that concentrated on reducing lead. The rate at which Como reduced the lead-time was low and customers had a fair share of complains. The success of the firm through these phased will be determined by the nature in which the available capacity adapts the new model. The models would be design to ensure a quicker response and increased outputs. Como is destined to succeed in their learning process. The reference to the previous mischief would act as an opportunity for the available project plan to integrate new concepts. The improved system will accelerate the nature in which the Como operates with reference to their outputs. During the acceptance stage, an action plan is drawn. The plan would a harmonized plan that caters for the old system. The redesigning of the project plan would entail additional stages that are aimed at reducing lead-time while increasing the level of outputs (kerzner, 2004, p.215). The output t this point would be essential in determining the level s at which the firm, has succeeded with the new model. The learning moil should be aimed at improving Como’s competitiveness in the market. Satisfying demands would be a tool in evaluating success. The failure to draft a learning process and implementing the new models will be disadvantageous to the firm’s efforts of accelerating the learning process and improving the project management process. Question four Como had managed to improve its operations prior to the 1997 announcements. It managed to reduce its lead-time by 10%. The targeted ratio was between 25-35 percent (Kerzner, 2013, p.151). This means that the current Como qualifies and needs to apply and become a chunk manager. Its capacity in matters project management should prompt it to become a chunk manager. The task that awaits Como upon its successful application as a chunk manager should be effected once the it accelerates its learning process and revise its models to ensure utilization of available capacity. The 10% decrease in lead-time could prompt Como to deploy revised models that will enable a 35%decrease in lead-time. The manner in which Como handles customer’s market demand will be essential in their success evaluation. The selection of a chunk manager will be based on their project management skills, coordinating skills and ability to act as a supplier. These requirements keep Como at an advantageous position in matters project management. Como should focus on ensuring customer confidence and thus their application would be valid because tat has had positive experiences in matters project management. Ford has set requirements to be meet by Como in an effort of ensuring effectiveness. Cost reduction and waste management would be effected once the Como becomes a chunk manager. The risks associated with the new position at ford would prompt an overhaul of their system to ensure they meet the cost demand and at the same time meet the current demand. Question five The decision by Como to become a Como supplier would affect the nature in which they perform strategic planning. The performance would be based on their project management capability. The unit would change their planning to adapt a performance based planning rather than the previous typical planning models. The focus shift from plan based strategy to process and plan based process. This will ensure all plans and process are checked and assessed based on the output rather that unit capacity. Strategy to improve the output will be based on new models triggered upon by the current process and plan. The new strategy would involve management at all levels. The senior and middle level managers will be involved in an effort of ensuring improved performance to meet the chuck supplier requirements. The previous model only involved top manager, which was a simpler model. The new role would restructure their units to pave way for a more advance plan. The participation of all units under Como will enhance their performance in project management. The new strategic plan would be decentralized to create a bond between the consumers and the Como’s production units. Decision making and planning would be shifted from the senior management to different levels of the management structure of Como. A coordination structure would be designed to give room for a unified production and planning activities within the firm (Harrison & lock 130).The planning would enhance the nature in which resources are allocated. The growth potential associated with chunk becoming a low- level supplier would be improved once the plans are revised to give room for effective growth models. Question six The decision to become a chunk supplier would create a development stage for the singular methodology. This will subject commons into a three-phase development process. The first stage will entail a preparatory stage, which will be based on developing the singular methodology to cater for the supply requirements. Preparation would be based on the available capacity with focus being on their impact to the available market demand. After preparing for changes an assessment would be done determine whether the available capacity is able to meet the requirements of their new strategic development model (Longman & Mullins, 2004, pp. 58). The process will ensure Como prepares for the imitate changes associated to their chunk supplier roles. After the preparatory stages, the second stage would involve the current management system. The section would be involved in designing structures and process that would enhance the effectiveness of the firm in matters chunk supply. Changes in the management structure would be aimed at enabling the firm to adapt to contemporary issues associated with its new roles (PMI board of directors, 2012)The stage will ensure the implementation of plans developed at the preparatory stages. The final stage would entail be based on action plans put forward by the previous stage in enhancing the singular methodology previously adapted by Como. The action plan will also involve reinforcing existing process. The reinforcement would ensure the previous methodology is revised and a more comprehensive plan drafted (Harrison & lock, 281) Question seven The difficulties associated with existing singular methodology would be experienced on the preparatory stage. The stage will be characterized by analyzing the effectiveness of the current system while introducing the new integrated system. The major concern would be on how effective would be the new system with respect to project planning. The anticipation of the new system may prompt Como to increase their operational cost and training related cost to enable the current capacity to adapt to the new system. The effectiveness of the plan would be analyzed over a longer period and thus the concept stage would affect the units cost. The cost burden would be disadvantageous to the management system ( Kerzner , 2001, pp77) There would be need to continue production while at the same time minimizing on the cost of production and operation. The chunk supplier would be expected to minimize on waste and operational cost which would be difficult for Como in an event a singular methodology exist for their project management plans. In implementing the new plans, Como would experience resistance from the available staff, management and customers. This will be associated with the complex nature of the new plan. The staff could be unsatisfied with the nature of the plan due to the complex nature and may resist its implementation. The customers would resist on ground that it might affect the quality of the output. The management then is put to task in an effort of ensuring that a successful transition from the old models to the new models. Works cited Harrison, Fredrick, & Lock Dennis. Advanced Project management: A structured Approach. New Jersey: Gower publishing, 2004. Print. Kerzner, Harold .Strategic Planning for Project management: using a project management maturity model. New York: John Wiley & Sons, 2001. Print Kerzner, Harold. Advanced Project Management: Best Practices on Implementation. New York: John Wiley & Sons, 2004. Print. Kerzner, Harold. Project Management Case Studies. New York: John Wiley & Sons, 2009. Print. Kloppenbord, Timothy. Contemporary Project management. London: Cengage learning, 2011. Print. Longman, Andrew ,& Mullins Jim. Project management: key tool for implementing strategy. Journal of Business strategy. 25.5: (2004) pp. 54-60 PMI board of directors. Strategic plan. PMI. 30 Nov. 2012. Web 27 Nov. 2014 Read More