Portfolio Management Assignment - DBCL
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Added on 2020-01-28
Portfolio Management Assignment - DBCL
Added on 2020-01-28
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Case Study 1
Table of ContentsINTRODUCTION ...............................................................................................................................41. Critical evaluation and review DBCL's decision to in-source/vertically integrate the Engineering Consultancy ................................................................................................................42. Evaluation of critical success factors for the successful integration of the consultancy or in-sourcing project by including major risks and their mitigation strategies.......................................63. Critical evaluation of DBCL organization options for improving program, project and portfolio management performance ................................................................................................84. Recommendations........................................................................................................................9REFERENCES...................................................................................................................................10APPENDIX .......................................................................................................................................122
Index of TablesTable 1: Risk Breakdown Structure of In-sourcing project .................................................................7Table 2: Risk Register ........................................................................................................................123
INTRODUCTIONDBCL is an international multi-disciplinary engineering and contracting organization withinterest in heavy engineering manufacture, programme/project management and infrastructurecontracting engineering consultancy. Infrastructure Contracting is one of the largest division andgives almost 70% contribution in terms of turnover. Headquarter of the company is situating in UKand more than 10,000 employees are currently working in different divisions across the world. Thesignificant presence of firm in Europe and Middle East. By working as a tier 1 supplier to clients inheavy engineering manufacture and infrastructure contracting, company has developed its businessmore successfully. Although, DBCL financially well stable but it has followed traditional formate torun the business. It has outsourced the project management consultancy and engineering services.But due to conflicts with external service providers and deliver poor services to the client, enterprisehas decided to in-source infrastructure consultancy. During this phase, the several issues have faxedby DBCL 1. Critical evaluation and review DBCL's decision to in-source/vertically integrate the Engineering Consultancy As per the research of Young, Young and Romero Zapata, 2014, it is find that “in-sourcing isa business decision that is generally take to keep control over critical competencies or production”(Young, Young and Romero Zapata, 2014). Basically, it is used in manufacturing or productionindustry with the aim of reduction in labour, transportation and taxes costs. When a enterprisedecide to in-source some activity than it means that it is brining a third party out-sourcer to workinside the company's building. According to Beringer, Jonas and Kock, 2013, “for this, DBCL hasacquired TBT Company which was considering as a leading firm in consultancy sector” (Beringer,Jonas and Kock, 2013). In this situation, management has taken decision to in-source EngineeringConsultancy to over conflicts with external service providers and clients. The research of Finch,2014, shows that “during in-sourcing of consultancy, DBCL has faced various issues in which firstis in-house skills and systems capabilities have reduced that increased several risks and expenses”(Finch, 2014). This situation has raised the problems for the organization in terms of decreaseefficiency of the staff members. But Schultz, 2014 has not agreed with the above statement and explored that “repatriation isa biggest challenge or a issue for DBCL Company because due to vertical integration of in-sourcingof consultancy services has taken more time to made coordination with other activities” (Schultz,2014). It has created operational differences among the various business operational tasks. In thiscontext, Frenkel, 2013 has stated that “due to in-sourcing of Engineering Consultancy service,4
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