This case study analyzes the major mistakes made by Corwin in a project, the justification of accepting the project, and the risks involved. It also discusses the roles of different individuals and suggests improvements for future projects.
Contribute Materials
Your contribution can guide someone’s learning journey. Share your
documents today.
Running head: CORWIN CASE STUDY CORWIN CASE STUDY Name of the Student: Name of the University: Author Note:
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
1CORWIN CASE STUDY Answer to question no 1: The major mistakes made by Corwin was that the data available for the organization was not processed in a proper way. Apart from that the budget of the project was not maintained properly. In that case, there were certain misunderstanding and miscommunication between the members of the project. Apart from that there was no proper planning for the implementation of the project. Answer to the question no 2: The acceptance of the project by Corwin Company is not justified. The project was core engineering project that was needed proper knowledge and the in-depth understanding of the engineering. On the other hand Corwin Company has their specialty in manufacturing sector. Apart from that the business deal and the decision making regarding taking this project was not followed the proper protocol that led to the miscommunication between the management of Corwin Answer to the question no 3: The company should not bid the project on rough draft specifications as there may be some hidden cost for the project. Apart from that it has been seen as the R&D director was on vacation, he was not informed about the project in detail. Apart from that it has been seen that the bidding and the estimation of the cost were not done in a proper manner for Corwin. Answer to the question no 4: Before the proposal went out of the house, there should be more discussion about accepting the project in the top management. It has been seen that the decision was taken almost
2CORWIN CASE STUDY single handedly. Apart from that most of the members from the management were in vacation at that time. The R&D department would be going to responsible for the execution of the project. However, it has been seen that proper discussion was not conducted with the head of the R&D department. Answer to the question no 5: There is a risk as the vice president of the manufacturing was not available during the decision making process regarding the bidding of the project. Answer to the question no 6: Dick Potts was one of the contract man from the marketing department. It has been seen that Dick Potts is completely unfamiliar with the environment and did not have any knowledge regarding the project assigned. His role was basically being an observer and input the advice regarding the law whenever it is needed. Answer to the question no 7: Dr.Reddy is the vice president of the engineering departments. In this context, he is aware about the ability of the team members in his departments. He may is aware about the domain knowledge of West and he may not consider him suitable to understand the project and lead the project in a proper way. Answer to the question no 8: It is the approach of the organization that if the specialty product is mature to fall into full product line, then there should be product line manager to manage the product. Answer to the question no 9:
3CORWIN CASE STUDY Dr. Reddy was first questioned about the decision of taking the project. At the time of accepting the project proposal he was not present. After that he was informed that West is going to take the responsibility of the project which was not approved by him at initial stage. Apart from that he has no positive review about the client. However, during the development of the project he was cooperative and was helping to get the right outcome of the project. Answer to the question no 10: Pat Ray’s opinion regarding the test data was contrary and this was figured out by the project manager West. West has mentioned about the problems regarding the changes in the matrix. He has also informed about the extra cost that the organization has to spend in order to follow the new matrix. However, Pat Ray was not listening to him and said that Corwin is obliged to do according to the client’s requirements as the client is paying Corwin. In this situation, West should immediately inform this to Dr.Reddy. He should play the role of the whistle blower as the changes in the requirements was not justified and additional requirements were added which were not in the initial requirements. Answer to the question no 11: West should let the higher authority to know about his concern and the possibility of overrunning of the budget after Pat Ray declared the first five tests as failed. Answer to the question no 12: The immediate procurement of all the materials was a mistake as from the case study it can be seen that the requirements and the matrix on the basis of which the procurement done was not verified by Pat Ray.
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
4CORWIN CASE STUDY Answer to the question no 13: Pat Ray is the representative from the client’s company. He was not an employee of Corwin. In that case, personal visit of Pat Ray to the lab is nor permissible. Answer to the question no 14: The in-house representative does not have the right to remove a functional representative from the project. If the project is not going accordingly, the in-house representative should do the meeting with the higher authority under which the functional employee is working. The decision can only be made by the higher authority. Answer to question no 15: The extra tests were not scheduled and extra cost were needed for the compilation of those tests. In that case, the client company was not ready to pay the extra money but they were claiming the tests. In that case, those tests should not had conducted. Answer to the question no 16: Dr. Reddy told that he was busy monitoring other projects. However, he agreed to help West, the project manager to get out from the situation. From the beginning he became very strict regarding the rules and regulations along with the following of the matrix. This attitude of him prevented the client company to exploit the resources of Corwin. Answer to the question no 17: It can be said that the involvement of the Frimel can prevent the damage regarding this contract. Answer to the question no 18:
5CORWIN CASE STUDY The project was regarding the application of engineering. In that case, it is not a good decision to assign the project to a marketing person. Answer to the question no 19: In case, if the project does not fit into the methodology of the company, the project should not be accepted. The acceptance of the project may get the company a good profit, however, there is a acute chance of the project failure. In that case the company can suffer from the loss of money. Answer to the question no 20: Consumers should be informed about the projects that can be suited for the methodology of a respective company.
6CORWIN CASE STUDY Bibliography Eskerod, P., Huemann, M. and Savage, G., 2015. Project stakeholder management—Past and present.Project Management Journal,46(6), pp.6-14. Bourne, L., 2016.Stakeholder relationship management: a maturity model for organisational implementation. Routledge. Tan, C.D., Zhang, Y., Sun, J., Wang, Z. and Zheng, G., 2018, December. Key Influencing Factorsfor Cross-organizationalR & D ProjectStakeholderManagement.In2018 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM)(pp. 651-655). IEEE. Aaltonen, K. and Kujala, J., 2016. Towards an improved understanding of project stakeholder landscapes.International Journal of Project Management,34(8), pp.1537-1552. Young, T.L., 2016.Successful project management. Kogan Page Publishers. Ben Mahmoud‐Jouini, S., Midler, C. and Silberzahn, P., 2016. Contributions of design thinking to project management in an innovation context.Project Management Journal,47(2), pp.144- 156. Butt,A.,Naaranoja,M.andSavolainen,J.,2016.Projectchangestakeholder communication.International Journal of Project Management,34(8), pp.1579-1595. Eskerod, P. and Huemann, M., 2016, February. Rethink! Project stakeholder management. Project Management Institute.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.