Discuss about the Integrated Project Management for Quasar Communication.
Integrated Change Control:
Change control is managing techniques for the all change made to the products or projects (Harrison & Lock 2017). In the given case study of Quasar Communication INC. many problems are arise in many kind of project management study. The problems are mentioned bellow that to be changed:
In the R & D project management the main problem is the project manager is doing lots of work himself like he works with engineering, marketing, product management, quality assurance, accounting and finance (Heagney, 2016). Everyone from the group needed a detailed schedule for them from the project manager. The project managers miles stone is pushed left by the marketing as they want to launch it early and the manufacturing pushing to the right as they want to delay the launch taking more time. The project manager is not able to make two groups happy at the same time. After making a milestone the marketing cancel the launch as they said they had the inside news of the market situation and the products success prediction in the market. It is near to impossible for the project manager to work if he does not have all the information.
In the small customer project management the problem arises is not that every project th comes with the same priority. It is difficult for the project manager to manage different priority projects, as the project manager feels that big projects carry all of the weight and for those small projects suffers. The big projects are developed by many people and project manager to manage the whole project. For the small task projects are taken care of by the line manager himself, and many times contradiction of decision happens as the line manager thought himself as the project manager and takes decision without the project managers concern (Marcelino-Sádaba et al., 2014).
In the large customer project management the project are also managed by the marketing people along with the project manager and his team. As both controlling the same big project everyone wants to be the superior of another. The marketing always look down to the project management team as the project management team is working under them. Sometime if project manager is not satisfied with the work of the line manager then project manager sends a memo about the line manager’s performance. In many cases after the memo send to the line manager is becomes incorporative (Hornstein, 2015). This gets the project manager frustrated on his team. The company needs to keep their reputation in front of their customers. Many companies sacrifice the quality for the cost and the time but this company needs to take care of the quality of the project irrespective of the cost and time required.
In the capital equipment project management the biggest complaint is the new priority scheduling package the project management team supposed to install. The computer program will set the priorities of the project based on the requirement study, feasibility study, and cost effectiveness. The project manager feels that if the project is of low priority then the project might not get sufficient resources needed (Lock, 2014).
Justification to the Required Changes:
For the R&D project management, the person with whom the project manager is working is to be trained first about their job role and what they exactly need to do. The project manager should have the power to decide whether the project is going to be launch early or the needed time will be taken for the project to launch. Sometimes the projects gets terminates as the marketing people does not want the product to be launched as the product in not beneficial, in this case the hard work of the project manager goes in vain. This happens because of the lack of information of the project manager as the marketing does not reveal the information to the project manager. To solve this kind of problem the project manager must needed all the information about the project is it marketing or manufacturing (Kerzner & Kerzner 2017).
For small customer project management the small projects suffer mainly because of the big projects. The priorities of the small projects are relatively low as compared to the big projects. If different priority projects comes in a same time span to the project manager, then the project manager first need to make a schedule not as per the priority but on the bases how he can manage the project management for the project. Sometime in the company the line manager makes decisions without the concern of the project manager this need to be changed as the project manager only have the power to commit anything to the customer regarding the project. The project manager strictly needs to control the line manager to avoid any miscommunication between the project manager and the customer.
For the third case that is large customer project management, the marketing and the project management works together in words. But the marketing tries to dominate and show the power to the project management team. This need to be changed if the marketing and the project management works together as one team this will increase the productivity. The company needs to focus on the quality of the product rather than compromising on the quality on focusing on the cost and time (Goetsch & Davis 2014). If the company provide better product then the customer will be satisfied and more projects will offer to the company. Sometimes the professional needs to invest their own money because the reputation of the company is in stake so as their integrity.
The main problem of the capital equipment project management is the computerized priority scheduling system. The system determines the priority of a project on several bases of feasibility study, time, cost effectiveness and many more. The project manager feels that the projects with low priority will get fewer resources rather than the big projects (Singh, 2014). This must be changed; every task must get the amount of resources what the projects needs. For this kind of problem the project manager always stays behind his schedule and the one to suffer the most. The project manager must always run on schedule for better performance and better productivity.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.
Heagney, J. (2016). Fundamentals of project management. AMACOM Div American Mgmt Assn.
Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Lock, M. D. (2014). The essentials of project management. Ashgate Publishing, Ltd..
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014). Project risk management methodology for small firms. International journal of project management, 32(2), 327-340.
Singh, A. (2014). Resource constrained multi-project scheduling with priority rules & analytic hierarchy process. Procedia engineering, 69, 725-734.