Project Management - Vixen Instruments: The Scantel Project - Essay Example

Project Management - Vixen Instruments: The ‘Scantel’ Project - Table of Contents I. Short Introduction ……………………………………………….. 3 II. Main Purpose of the Study …………………………………….. 4 III. Possible Causes of Bottleneck within the Scantel Network Diagram ……………………………………... 4 a. The Lens and Housing ………………………………. 4 b. Display System ……………………………………….. 4 c. The Chassis & Body …………………………………. 5 IV. Proposed Strategies to Prevent Delay ……………………….. 6 a. Motivate the Engineers from Different Group to Work Together on the Scantel Project …………… 6 b. Neither of the Two Groups of Engineers have much Experience Working on a Major Project …. 8 c. The Deadline for the First Batch of Prototypes is Too Soon Wherein They Need to Accelerate the Working Stage on Some Activities ………………. 9 d. The Need to Decide on Whether There Should Only Be One Project Leader and How Senior Should the Chosen Leader Be? …………………… 10 V. Conclusion ……………………………………………………… 14 Table I – Accumulated Loss Due to Delay ………………………….. 15 Figure I – Simplified Network Diagram ……………………………… 16 References ……………………………………………………………… 17 Short Introduction VIL manufactures general instruments and optical instruments particularly on specialty lenses used by photographic industries. In line with the sales growth of instrument products, the company decided to form a special development group called the ‘Customer Services Unit’ (CSU) back in 1984. Basically, CSU is composed of four engineers and six technicians whose main objective is to modify, customise and adapt products for customers who need special instruments. Eventually, the CSU team was called the Scantel project under Bob Breirly as the Development Director. In order to ensure the success of the Scantel project, Brian Callister who is an engineer and the acting manager of CSU together with an engineer and a technician was given three months deadline to report to VIL board regarding the following: (1) expected outcome of possible technical problems; (2) assess the feasibility of developing the concept into a working prototype; and (3) plan the development tasks which would lead to the prototype stage. Based on Callister’s suggested Scantel network diagram, the researcher will analyze and identify the key factors that may contribute to the delay of project completion. In line with this matter, the researcher will provide reasons that could promote the projects’ potential risks of delays. Eventually, the researcher will provide some strategies that could keep the project done within the preferred schedule. Main Purpose of the Study To be able to analyze the possible cause of bottleneck in each stages of the network diagram that was proposed by Callister and eventually develop an effective strategy that could prevent the delay upon completing the Scantel project within the desired schedule. Possible Causes of Bottleneck within the Scantel Network Diagram Based on the simplified network diagram proposed by Callister, the major bottleneck with regards to the Scantel project occurs more on: (1) display system; (2) the chassis & body; and (3) the lens and housing. (See Figure I – Simplified Network Diagram on page 16) Display System The display system is referring to the simplified sub-system of the whole plan. It shows the major events that will be needed in order to manufacture, test and calibrate the end product within a specific period of time. The problem with the display system is with regards to its accuracy. Considering the fact that the time allocation for producing the lens and housing is unknown, the whole schedule based on the plan is making the display system less accurate. For instance, the time allocation for producing the lens and housing will take longer time to produce than expected; it is also likely that all the rest of the event schedules allocated for the testing and rework stages will also change. If this happens, the longer the time delay would greatly affect the whole budget that has been extended to them by the company. (See Table I – Accumulated Loss Due to Delay on page 15) The Chassis & Body This stage highly requires a good mechanical layout needed for the chassis and body. The measurement as well as the planning of the internal wiring within the body of the equipment should be accurately and well connected. Considering that the time allocation for the rest of the five stages is uncertain, designing the mechanical layout ahead of time without an accurate plan for the whole project increases the probability that the end result of the chassis and body stage will not come out exactly as what is needed for the plan. Similar to the main cause of delay in the development of lens and housing stage, team work is essential upon the success of developing a good chassis and body. The Lens and Housing The problem with the lens and housing is the fact that a curvature of no more than 0.0005 on the projected image is needed for the intended design specification. A minor change in the measurement of the lens curvature could significantly affect the overall quality of the end product. Considering that the engineers coming from both the instrument division and the optic side has an ill-feeling towards each other, getting them to work as a team would be difficult. Therefore, the degree of error in this stage is more likely to occur. Proposed Strategies to Prevent Delay Motivate the Engineers from Different Group to Work Together on the Scantel Project Callister should initially meet each group to discuss about the importance of team work with regards to the success of the Scantel project. By reminding them the impact of team work over the success of the project, some of them may be encouraged to try to develop a stronger and more professional working relationship as they go through with each plan. It is but normal for two groups of engineers who belong to a different age bracket to develop a clashing thoughts and ideas. By narrowing the gap between the engineers from the optics and the instrument side, it is possible to remove any sources of political or personal conflicts between them. According to Yukl (1989), a competitive leader is someone who has the potential to influence over the attitudes and behaviour of one or more designated target of people.1 For this reason, Callister should have a good leadership skill in order for him to be able to motivate the engineers from different group to work together despite their ill-feelings towards each other. As a leader, he could try to meet each of the engineers on a one-on-one meeting so he could find out the root cause of misunderstanding between the two groups. Upon doing so, it is advisable for Callister to practice his position power when influencing both parties to participate in the project activities. It means the he, as the leader of the group should first be able to develop a good strategy in order to resolve whatever ill-feeling that is present between the two groups of engineers. Eventually, he should make full use of his authority when implementing the strategy he has developed to minimize the gap that is present between the two. For example, Callister could invite the engineers from two different groups to an outing or a simple dinner after office hours in order to give these people some time to get to know each other. Eventually, it will be easier for them to communicate and interact with one another. One of the most common failures is caused by the inability of the managers / leaders of the organization to handle resistance to change.2 According to Uris (1964), there are three common factors that causes ‘resistant to change’ includes: (1) the fact that people may feel that they have no control over the sudden changes; (2) employees may see change as a threat to their current positions of authority; and (3) employees may fear that change could result to a loss of status or privileges.3 In line with this matter, perseverance on the part of Callister is essential in the process of implementing some major changes within the working environment. Neither of the Two Groups of Engineers have much Experience Working on a Major Project With regards to the fact that both groups of engineers does not have so much experience working on a major project, Callister should directly monitor the progress of the project. As the leader of the group, he should consider planning the whole project prior to engaging the people to work on it. Among the main areas that he should consider includes the technicality of the product, the budget and costing, as well as the type of market that the company is targeting for the said project. Hiring an expert is not an option in this case because of the limited budget the company have for the Scantel project aside from the possibility of losing the company’s ‘security’ over the said project. Aside from the added operational cost, Dilenscheneider (1992) states that hiring a third party consultant is not the best solution because they have their own personal goal aside from the fact that a consultant does not have a clear knowledge about the company and its product line. Besides, information regarding the Scantel project is on a very confidential stage wherein it is not wise to give out facts and figures to people outside the business group.4 The Deadline for the First Batch of Prototypes is Too Soon Wherein They Need to Accelerate the Working Stage on Some Activities With regards to the development of the project, given that the time schedule is too tight, Callister should consider adjusting the time frame in order to avoid possible technical error along the way. Considering the high cost that is attached with the Scantel project, it is best to delay the project activities rather than losing a big portion of the budget and eventually come up with defective product. The planning stage is one of the main critical parts of the Scantel project that needs a careful judgement. In order to minimize the possibility of producing defective products, Callister should gather both groups to discuss and brain-storm the technical issues regarding the project. By doing so, it is possible for the team to eliminate possible errors that may arise due to miscommunication. In the process, the company could save unnecessary huge expenses due to the lack of effective communication among the members of the team with regards to the technicalities that are related to the project, the time frame wherein the project should be completed, as well as the issue related to the marketing side. Lack of teamwork will definitely lead to the failure of the Scantel project. In line with the delay in the schedule of project activities is an added cost on the part of the company. However, it is wiser to risk a small amount of loss rather than losing the whole budget on defective products. The Need to Decide on Whether There Should Only Be One Project Leader and How Senior Should the Chosen Leader Be? There should only be one leader for the Scantel project. The clashing ideas between the older and the younger engineers are expected to happen. Considering that Scantel project is about innovation, the project leader should not depend on seniority but the creativity and capabilities of the person to develop high technology product. Aside from his technical expertise, the leader should also have the qualities of a good leader. Qualities of a competitive leader should include: the wisdom to develop an organizational vision, good communication skills, knowing one’s skills and employing it, ability to empower and motivate his/her subordinates, able to establish trust by being reliable and constantly competitive, creativeness and resourcefulness. Organizational Vision A corporate vision is very important as it provides the members of the business organization with a feeling of unity in the sense that the company has a future goals and directions.5 Normally, a company that is united in aiming for the same goal has a better chance of becoming a successful organization. The leader has to develop his own personal vision prior to communicating it to the organization. In order for this stage to become effective, the leader should be able to convince and persuade the members of the organization to accept the proposed vision. Therefore, the leader has to be a very good communicator. Good Communication Skills The leader should always be effective in communicating his ideas and strategies in order to win the full support of his/her subordinates or even to get the other members of the top management to agree and participate with the strategies and goal the leader wishes to accomplish. In fact, leaders should always exceed his/her subordinates in terms of listening, verbal, and writing skills.6 In line with having a good communication and listening skills, the leader will be able to build a better and closer professional relationship with his/her subordinates. Therefore, implementation of future strategies will be much easier to enable them to participate with the existing and possibly new corporate plan. Knowing One’s Skills and Employing It A leader has to know very well his own strength and weaknesses. In line with the leaders’ strengths, he/she should be able to make full use of these qualities in order to perform his role and responsibilities as a leader. On the other hand, the leader should also be able to determine his own weaknesses so that he/she could develop himself/herself by being able to convert these weaknesses into strengths. Ability to Empower and Motivate According to Jaffe and Scott (1992), “empowerment is referring to the organizational shifts from limiting the power to determine its future and how it will get there to a few top executives including other members of the organization in the process.”7 The authors mentioned that empowerment should never be done on an individual process.8 It means that the whole organization must participate in making structural changes to make it work. In line with empowering the people up to a certain limit is enabling the company to be more efficient in achieving the goal of the company. Able to Establish Trust by Being Reliable and Constantly Competitive The leader should be able to establish trust by being a reliable and constantly competitive leader.9 In line with the constantly changing market demands, the leader needs to regularly update his/her skills and knowledge regarding the current market and environmental situations. A leader who is very knowledgeable in these areas is likely to be appreciated and be more respected by his subordinates as compared to a leader who has a limited knowledge and skills. Creativeness and Resourcefulness One of the most common problems that could arise from implementing a new strategy within the business organization creates ‘resistance to change.’10 A good leader should not stop and take this matter negatively. In fact, a good leader should be able to view ‘resistance to change’ as a challenge. In line with this matter, a good leader has to be creative and resourceful in finding some effective ways to counter act such resistance from the people. These two important traits could empower a good leader to solve a lot of internal and/or external problems that may arise within the business organization. Normally, conflict between the employees is the main cause of stress within the workplace. Stress is one of the main factors that could negatively affect the company’s overall performance. For this reason, a good leader needs to be able to creatively solve the issue of internal conflicts in order to lessen the stress that could create a bottleneck in the operations of the organization. According to Peter Senge (1990), tensions are a positive factor because “people with high levels of personal mastery have a greater tolerance to live with creative tension.”11 Personally, I believe that when people are facing a serious problem, responsible individuals could be more effective in creating more ideas that could solve the main cause of the issue. However, the leaders should be creative and resourceful in finding the best solution to stop the company from being negatively affected. Conclusion A good leadership skill is important when handling the Scantel project. In the absence of good leadership and strategic development, it would be difficult to get the engineers from two different groups to work as a team. In line with the engineers’ lack of experience in handling big projects, hiring an outsider is not a good option. Instead, the leader of the group should first establish a strategic plan with regards to the technical and market issues as well as the budget and costing. Delay in meeting the time schedule allocated for the project will cost a lot on the part of the company. However, it is still wiser to cause some minor delays than to incur a higher monetary lost from producing defective products due to lack of proper planning and miscommunication among the team members. Lastly, a good leader does not come with seniority. Instead, the leader should be technically updated with today’s technology aside from having the qualities of a good leader. *** End *** Table I – Accumulated Loss Due to Delay Activity Acceleration Cost in £/week Likely Minimum Activity Time with Acceleration (Weeks) Normal Expected Activity Time (Weeks) 5 – 6 11,700 35,100 58,500 5 – 7 15,200 60,800 76,000 5 – 19 17,900 143,200 196,900 32 – 33 7,800 7,800 15,600 8 – 11 19,400 97,000 155,200 40 – 41 19,000 57,000 95,000 22 – 26 9,100 18,200 36,400 25 – 28 10,700 42,800 64,200 14 – 15 18,300 128,100 183,000 46 – 47 15,150 90,900 106,050 Total Cost 638,100 986,850 Figure I – Simplified Network Diagram Legend: - Bottle Neck - Normal Flow References: Bennis, W. Learning Some Basic Truisms About Leadership in Ray M. and Rinzler A. (ed) The New Paradigm in Business: Emerging Strategies for Leadership and Organizational Change. New York: The World Business Academy, 1990. Burke, W.W. Organization Change: Theory and Practice. Sage Publication, 2002. Dilenscheneider, R.L. A Briefing for Leaders: Communication as the Ultimate Exercise of Power. New York: Harper Collins, 1992. Jaffe, D.T. and C.D. Scott. Building a Committed Workplace: An Empowered Organization as a Competitive Advantage in Ray M. and Rinzler A. (ed) The New Paradigm in Business: Emerging Strategies for Leadership and Organizational Change. New York: World Business Academy, 1992. Senge, P. The Art and Practice of the Learning Organization in Ray M. and Rinzler A. (ed) The New Paradigm in Business: Emerging Strategies for Leadership and Organizational Change. New York: World Business Academy, 1990. Uris, A. Techniques of Leadership. New York: McGraw Hill, 1964. Webb, Justin. “The Role of Supervision, Communication, and Leadership in Business.” 5 July 2001. Organizational Behavior - Electronic Journal Article. 12 January 2008 . Yukl, G.A. Leadership in Organizations. Englewood Cliffs, NJ: Prentice Hall, 1989. Read More