Project Management: Analysis of Quasar Communication INC.

This report analyzes project management issues within Quasar Communication INC., focusing on challenges in R&D, small customer, large customer, and capital equipment projects. The R&D section highlights problems with the project manager's workload, conflicting priorities, and lack of information. The small customer project management section discusses difficulties in managing project priorities and line manager interference. The large customer project management section covers dominance issues between marketing and project management teams. Finally, the capital equipment project management section addresses concerns about a new computerized priority scheduling system potentially undervaluing projects. The report justifies required changes, proposing solutions such as training, empowering project managers, fostering teamwork, and ensuring equitable resource allocation. The author provides references to support the analysis and recommendations.

Running head: PROJECT MANAGEMENT
Integrated Project Management
Name of the Student
Name of the University
Author Note

1PROJECT MANAGEMENT
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

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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

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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.

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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.

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References:
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.