MBA641 Strategic Project Management: Performance Evaluation Report

This report presents a comprehensive performance evaluation of three distinct projects: DeGrandis Running Shoes, Australian Olympic Committee (AOC) Partnership, and Ladybird Sporting Apparel. The analysis includes assessing each project's alignment with its strategic goals and adherence to et...Read More

Performance Evaluation
Additional details set here
On two lines if needed
Case studies evaluation

Introduction
• Performance evaluation
• Importance of performance evaluation
• Performance evaluation criteria
• Scope of the project
• Description

Background of project A
• New shoe introduced in company’s
product range
• The product rivaling big corporate giants
• Manufacturing and supply done by
Chinese firm
• Child labour practiced by the concerned
Chinese organization

Background of Project B
• Objective of project B
• Consultation with all stakeholders
• Scandal exposure
• Maligning the image of the company
• Cancellation of marketing campaign

Background of project C
• Objective of project C
• The product manufactured and sold
• The problem cropped up later
• The actual issue in management

Project alignment- project A
• Strategic goals
Increase the sales
Gain competitive edge
• Ethical standards
Breach of Child labour regulations

Project alignment- project B
• Strategic goals
Increase in sales
Gain competitive benefit
• Ethical standards
Breach of ethical standards

Project alignment- project C
• Strategic goals
Increase in sales
Increase in profit
• Ethical standards
No breach of law
No compromise with ethical values

Marketing myopia
• Description of marketing myopia
• Example of marketing myopia
• Disadvantages
• Relevance in modern century

Project Performance Scorecard of
Project A
Dimension Score Explanation
Stakeholders
3/10
• No consultation with board of directors
Project process
9/10
• Effectively executing the project
Innovation and Learning
10/10
• Adequate cost and time spent on innovation
Quality
10/10
• Quality rating good by customers with excellent feedback
Benefit
8/10
• Increased sales
Use
/10
• The quality and useful products for customers

Project performance Scorecard of
Project B
Dimension Score Explanation
Stakeholders
9/10
• All stakeholders identified and consulted
Project process
3/10
• Not a Well executed project
Innovation and Learning
6/10
• No major value proposition
Quality
9/10
• Quality products supplied to customers
Benefit
10/10
• Increase in sales
Use
8/10
• Useful products supplied to customers

Project performance Scorecard of
Project C
Dimension Score Explanation
Stakeholders
8/10
• All stakeholders identified and consulted
Project process
3/10
• Poorly managed project
Innovation and Learning
3/10
• No innovation and learning
Quality
3/10
• Quality rating bad by customers with poor feedback
Benefit
0/10
• Decrease in sales
Use
0/10
• The increased customer dis-satisfaction due to non-usable products

Recommendations for project A
• Identification and consultation with all
stakeholders
• Formulation of effective communication
strategy

Recommendations for Project B
• Formulation of effective knowledge
management strategy
• Hiring of legal compliance officer

Recommendations for project C
• Effective management strategy
• Effective marketing campaign

Conclusion
• Need of performance evaluation
• Advantages of performance evaluation
• Relevancy in modern context
• Essential for long term sustainability

References
Aggarwal, V. & Kapoor, M., 2019. Innovation growth from knowledge
transfer in international strategic alliances. Journal of Strategy and
Management, 11(2), pp.32-38.
Esch, M., Schulze, M. & Wald, A., 2019. The dynamics of financial
information and non-financial environmental, social and governance
information in the strategic decision-making process. Journal of Strategy
and Management, 12(3), pp.1-23.
Goswami, I. & Dsilva, N.R., 2019. Impact of job satisfaction and job stress
on employees’ life in Mumbai’s hospitality sector. Journal of Strategy and
Management, 12(3), pp.24-45.
Jose, S. & Venkitachalam, K., 2019. A matrix model towards CSR – moving
from one size fit approach. Journal of Strategy and Management, 12(2),
pp.1-27.
Kaul, A., 2019. Culture vs strategy: which to precede, which to align?
Journal of Strategy and Management, 12(1), pp.45-56.
Köseoğlu, M.A., Yildiz, M., Okumus, F. & Barca, M., 2019. The intellectual
structure of coopetition: past, present and future. Journal of Strategy and
Management, 12(1), pp.1-13.

References
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