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Caso de estudio Widgets, Apuntes de Gestión de Proyectos

Universidad Técnica del Norte (UTN)Gestión de Proyectos

Caso de estudio Widgets se encuentra el planteamiento y la resolucion del caso de estudio.

Tipo: Apuntes

2019/2020

Subido el 12/12/2020

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Case study--1: Widgets ‘R Us
Questions#1: you have been called in as a consultant to analyze the
operations at WRU. What would you advise?
Answer:
Widgets R Us (WRU) is a medium sized firm specializing in the design and
manufacturing of quality widgets. WRU follows the functional organization design.
Primarily it served well but later on could not cope with the dynamic market for several
reasons.
Now as a consultant I would advise to solve the problems which are as follows—
1. The internal communication must be improved with the department.
2. Production cost of widget should be reduced so that it can sell the product at low
price.
3. WRU can improve the quality of widget to cope with the situation.
4. Products must be supplied as early as possible.
5. Information should be opened for all so that everybody knows what happens in
the organization.
6. The demand of customer might be identified and the product produced.
7. New technology can be brought to produce quality product.
8.
At last I can say that, WRU Company should follow these suggestions to solve the
problem.
Questions#2: what structural design changes might be undertaken to
improve the operations at the company?
Answer:
As WRU makes loss by following functional structure, so I can say that, the project
structure might be undertaken to improve the operation at the company because the use of
project structure containing several advantages which are as follows—
First, the project manager does not occupy a subordinate role on this structure.
Second, the functional structure and its potential for siloing or communication problems
are bypassed. As a result, communication improves across the organization and within
the project team. Because authority remains with the project manager and the project
team, Decision making is speeded up. Project decisions can occur quickly, without
lengthy delays as functional groups are consulted or allowed to veto project team
decisions.
Third, this organization type promotes the expertise of a professional cadre of project
management professionals.
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Case study -- 1: Widgets ‘R Us

Questions#1: you have been called in as a consultant to analyze the

operations at WRU. What would you advise?

Answer: Widgets R Us (WRU) is a medium sized firm specializing in the design and manufacturing of quality widgets. WRU follows the functional organization design. Primarily it served well but later on could not cope with the dynamic market for several reasons. Now as a consultant I would advise to solve the problems which are as follows—

  1. The internal communication must be improved with the department.
  2. Production cost of widget should be reduced so that it can sell the product at low price.
  3. WRU can improve the quality of widget to cope with the situation.
  4. Products must be supplied as early as possible.
  5. Information should be opened for all so that everybody knows what happens in the organization.
  6. The demand of customer might be identified and the product produced.
  7. New technology can be brought to produce quality product.

At last I can say that, WRU Company should follow these suggestions to solve the problem.

Questions#2: what structural design changes might be undertaken to

improve the operations at the company?

Answer: As WRU makes loss by following functional structure, so I can say that, the project structure might be undertaken to improve the operation at the company because the use of project structure containing several advantages which are as follows— First, the project manager does not occupy a subordinate role on this structure. Second, the functional structure and its potential for siloing or communication problems are bypassed. As a result, communication improves across the organization and within the project team. Because authority remains with the project manager and the project team, Decision making is speeded up. Project decisions can occur quickly, without lengthy delays as functional groups are consulted or allowed to veto project team decisions. Third, this organization type promotes the expertise of a professional cadre of project management professionals.

Finally, the pure project structure encourages flexibility and rapid response to environmental opportunities. Projects are created managed and disbanded routinely; therefore, the ability to create new project tans as needed is common and quickly undertaken. At last I can say that, the project structure might be undertaken to improve the operation at the company.

Questions#3: what are the strengths and weaknesses of alternative

solutions the company could employ?

Answer: If the company employed the project structure, the following strengths might be found—

  1. Authority might be assigned to only project manager.
  2. It leads to improved communication across the organization and among functional groups.
  3. It promoted effective and speedy decision making.
  4. Promoted the creation of cadres of project management expert.
  5. Encourages rapid response to market opportunities. Weaknesses of project structure— If the WRU followed project structure, the following weaknesses might be faced,
  6. To set up and maintain project team might be expensive.
  7. Potential for project team members to develop loyalty to the project rather than to the overall organization.
  8. Difficult to maintain a pooled supply of intellectual capital.
  9. Concern among project team members about their future once the project ends. These are the strengths and weaknesses are found if the company employed the project structure.

Questions#3: Discuss how issues of organizational structure and power

play a role in the manner in which project management has declined in

effectiveness at CIC.

Answer: There are some issues of organizational structure and power play a role in the manner in which project management has declined in effectiveness at CIC’s are discuss in the following—

  1. Poorly developed goals: when the project goals are fragmented, constantly changing, or poorly communicated, the result is to infect a high degree of ambiguity into the project. This ambiguity is highly frustrating for project team members for a number of reasons.
  2. Unclear goals permit multiple interpretations: the most common problem with poorly developed goals is that they allow each team members to make separate and often differing interpretations of project objectives.
  3. Poorly defined project and interdependencies: team interdependencies are a state where team member’s activities coordinate with and complement other team member’s work. To some degree all team members depend on each other and must work in collaboration in order to accomplish project goals.
  4. Lack of project team motivation: a common problem with poorly performing project team is a lack of motivation among team members.
  5. The project is perceived as unnecessary: when projects are viewed by team members as less than critical, their motivation to perform well will naturally be affected.
  6. The project may have low priority: when project team members perceive that they are working on projects of low priority, they adopt low levels of commitment to the project and have low motivation to perform well.
  7. Poor communication: because of poor communication the productivity or the effectiveness are decreases. Other issues--- i. Poor leadership. ii. Turnover among project team member. iii. Dysfunctional behavior. iv. Absence of a clear sense of mission. v. An unproductive interdependency. vi. Lack of cohesiveness. vii. Lack of trust. viii. Lack of enthusiasm. Finally I can say that, for the above reasons of organizational structure and power play a role in the manner in which project management has declined in effectiveness as CIC’s.