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Program And Organizational Project Management

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Discuss about the Program and Organizational Project Management.



Yes, I agree with the approaches set out by the director of program and project management Mike Fritz. This is because Megatronic is a time-to market company and therefore, product delivery on time is the foremost criteria of the organization. The concept of project and program is completely different in this organization as the speed of product development is mainly important for Megatronic. The New product introduction or NPI is considered a result of a program and modification of an already developed product is termed as a project. The concept of program and project is although twisted, it is definitely linked to the original terms. Development of an NPI definitely requires a dedicated amount of time and maintaining the sync in different processes. In Megatronic, project generally refers to the modification of an already developed product to make it more sustainable and cost effective. It has no relation with the development of NPI. The concept of a program and a project are tailored in Megatronic in order to suit to the culture and the product types. Program managers are needed to be stay more focused as they work on NPI. The concept of project and program is tailored in Megatronic as the primary aim of the organization is to deliver new product within schedule in order to make money. Projects in Megatronic on the other hand require more tactical effort and therefore it needs to be perfectly aligned with the business strategy. The program manager is therefore responsible for creating common languages throughout the organization and a program manger is considered as a business leader who is responsible for delivering the business on time. The bonding concept further elaborates the technique that is used in Megatronic for successful development of NPI. It defines the boundaries, requirements and evaluates different elements of a program, which includes market size, finance, schedule, customer requirements, resources and speed (Milosevic, Patanakul & Srivannaboon, 2010). The milestone is a strict criterion of a program development in Megatronic and considering the objective of the organization, I find the approaches set out by Mike Fritz to be appropriate.

Megatronic follows an interesting concept of program and project in the organization with a primary aim of delivering a new product or NPI within a set milestone. This can be an area of concern as well. The organization makes sure that a new product in delivered on time, for which even the cost of development can be revised. This includes a risk of a program going over budget. I would like to advice the organization in following a planned approach of program development for eliminating this risk. Furthermore, it is essential for the organization to train the new employees of the organization properly as the concept of project and program is completely different in Megatronic (Milosevic, Patanakul & Srivannaboon, 2010)The employees need to have a clear idea about the twisted concepts of project and program in order to work efficiently in the organization.


Program Initiation

I would suggest that James should go with the chemical based system, which is proposed by the Early Birds, Ltd. Since the model DEF-1 meets standards and complies with the law, which is a primary requirement for selecting the right system. Although the unit price of this system is considerably more than that of model ABC-1, the benefits it offers is more than that of ABC-1. The cost of the system is not too high as well and Early Birds, Ltd. is providing the system at a reasonable cost. The system is to be implemented within the next 60 days and therefore, choosing DEF-1 will help the system to be implemented within time. The lead delivery time of the system is 30days and therefore there is no risk of project being delayed even if some technical error occurs, as there will be an ample time to rectify the problem. The spraying area offered by the system is up to 250 square meters, which is more than the systems offered by Fire Extinguisher and Xtra care Ltd.  Furthermore, there is no cost of installation, which reduces the cost of implementation of the system, thus meeting the specified criteria of the Finance manager of the company (Milosevic, Patanakul & Srivannaboon, 2010). The maintenance cost of the system is low as well. The major reason behind choosing this system is its ease of use. Furthermore, the organization has prior business relationship with Early Birds, Ltd. and therefore it is expected to have a full support of supplier in case any problem arises. Apart from this, another advantage of choosing this supplier is that, since the supplier has business relationship with the client, negotiations will be possible. Therefore, it is better to choose the system offered by the Early Birds, Ltd. The JKL-1 model provided by the Zebra Limited would have been considered in this case as well if the information about the standard complies and laws were available. This would have been chosen as there is no hassle in installation and the spraying area is wide as well.

A program is defined as a compilation of different tasks that have exceptionally large objective. James has been appointed as the program manager of Mega Security and is soon given a responsibility to evaluate the fire extinguishing system of the new building of Mega Security. The primary aim of this program is to ensure employee’s safety. This was an important decision and therefore, it would have been better if along with the program manager James, other departmental managers, who have a better knowledge about the building were involved in the decision making process. James did the right thing by taking the suggestion of the plant manager, finance manager, safety and production manager in order to enhance the decision making process. A group initiative is required for this program as the primary aim of the project was to look after the legal issues related to the safety of the employees (Milosevic, Patanakul & Srivannaboon, 2010).



Milosevic, D.Z., Patanakul, P. & Srivannaboon, S., (2010). Case studies in project, program, and organizational project management. John Wiley & Sons.


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