Integrated Project Management: Quasar Communications Change Analysis

This case study examines the challenges faced by Quasar Communications, Inc. (QCI) regarding change requirements in project management. The report discusses issues related to R&D Project Management, Small Customer Project Management, Large Customer Project Management, and Capital Equipment Project Management. Key problems include communication gaps between project managers and the marketing team, prioritization issues with small customer projects, conflicts between project managers and line managers, and mismatches in project scheduling based on ROI. The report concludes by recommending improved communication, employee meetings, and better business functionality to address market demands and customer needs. Desklib provides access to similar case studies and solved assignments for students.

Running head: CHANGE REQUIREMENT IN PROJECT MANAGEMENT
Change Requirement in Project Management
Name of the Student
Name of the University
Author’s note

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Table of Contents
1. Introduction..................................................................................................................................2
2. Discussion....................................................................................................................................2
3. Conclusion and Recommendations..............................................................................................3
4. References....................................................................................................................................4

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1. Introduction
This report is based on the case study of Quasar Communications, Inc. (QCI). The
organisation is facing some problems based on the expanding of the business and management of
such kinds of innovative changes. The report helps in focusing on the raised issues and thus
suggest better outcomes for mitigating the issues (Pyzdek & Keller, 2014).
2. Discussion
Based on the increasing form of managerial levels within the organisation, the
management of the organisation has been divided into three different aspects. They comprise of
– R&D Project Management, Small Customer Project Management, Large Customer Project
Management and Capital Equipment Project Management.
The Project Manager (PM) of the R&D Project Management team faces the main
problem with the marketing team. The PM discusses the fact that as the marketing team is
responsible for gathering information about the end products, the profitability, ROI hence they
have they are cancelling the projects without a formal discussion within the manager of the
concerned project. This creates a form of communication gap between the managers and the
marketing team (Grunig, 2013). Hence the project manager discusses the issue with the Vice
President and thus reports to him that there should be a proper form of communication between
these two levels for the proper conduction of the business scenario.
The second issue faced by the project manager based on small customer project
management is that the main handling of operation was put to the line managers who would
promise the customers themselves. This would lead to some problems to a mismatch in the
delivery of projects according to the priority. The project manager thus feels that the entire

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responsibility should be put in the hands of the project managers. They would be solely
responsible for making different forms of commitments to the customers. They would also
prioritize on the small projects in order to deliver them quickly (Marchewka, 2014).
The third issue faced with the large customers within project management is that the
marketing department and the line managers often outrank the project managers and think
themselves to be superior in different aspects. This problem has reached to a certain extent where
some projects have failed and customers would provide additional time for completing the
projects. Hence the project managers would be put on to the responsibility for completing the
projects by spending the money from their own. This would be meant for satisfying the
customers and maintaining the integrity and self-image of the company (Hwang & Ng, 2013).
The third problem faced based on the capital equipment is that the new form of computer
program was maintaining the projects based on the return on investment, cost-benefit analysis
and feasibility study. The project managers always feel to finish off with the lowest priority
orders. Hence, this leads to a mismatch in order to cope up with the changing demands of the
market and acting as per the scheduling of the projects.
3. Conclusion and Recommendations
Based on the above discussion, it could be concluded that the vice president should listen
to the concerns of the project managers. There should be a proper form of meeting within the
employees functioning within the organisation. Hence, a proper form of business functionality
should be discussed and thus be implemented in order to cope up with the changing demands of
the market and thus be able to meet with the needs of the customer.

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4. References
Grunig, J. E. (2013). Excellence in public relations and communication management. Routledge.
Hwang, B. G., & Ng, W. J. (2013). Project management knowledge and skills for green
construction: Overcoming challenges. International Journal of Project
Management, 31(2), 272-284.
Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
Pyzdek, T., & Keller, P. A. (2014). The six sigma handbook(Vol. 4). New York, NY: McGraw-
Hill Education.