sree

1, Does COMO have a choice in whether or not to accept project management as a culture? No, not a bit As Ford is the largest customer and

they established four product development objectives which prevented COMO from having any choice. For sustaining their business they had to accept project management as a culture.

2, How much influence should a customer be able to exert on how the contractors manage projects?

Depends on the size of the contractor If the contractor is small, then customer can get their wish done, ie can exert influence.

But if contractor is a large firm there are limitations to which a customer can exert influence.

3.Was Como correct in attacking the cultural issues first? Organization culture is the pattern of

beliefs and expectations shared by an organization’s members.

There is a strong connection between organizational culture, project management structure and project success.

Organizations successfully manage projects within the traditional functional organization when the culture encourages cross functional integration

Changing a 60 year culture is not an easy task. Therefore Como was correct in attacking the cultural issues first.

Only when the culture is favourable can project management be successfully implemented in Como.

4. Does the time frame of 36 months seem practical?

YES, the time frame of 36 months is practical. Since the task force helped in identifying the

cultural issues. It also identified 4 critical risks and the method

of resolution. The project management and strategic

planning were well related. Thus the time frame of 36 months is practical

for the project .

Project management is rapidly becoming a standard way of doing business in many organisations.

Project selection and priority system to ensure strong linkages between projects and the strategic plan.

5.CHANCES OF SUCCESS AFTER STRATEGY MANDATED PROJECT MANAGEMENT

Following these best practices cannot guarantee a successful project but they will provide a better chance of success. Disregarding these best practices will almost certainly lead to project failure.

Project PlanningTracking and Reporting Project ProgressChange ManagementRisk ManagementCommunication

FACTORS OF SUCCESS OF COMO>>The end users were apparently involved right through the development of the project.

>>The project manager had full backing of the executive management. Whatever hurdles came up during the project were promptly looked into by the latter.

>>Specifications were clear-cut. This was also possible due to close-level of interaction between the end-users and the project team.

6.What dangers exist when your customers are knowledgeable than you are concerning PM?? Como’s automotive customers will

not be pleased with the slow progress and immature performance.

Pressurize to accelerate the schedule ,to change the iterative improvement to break through improvement.

Compromise on Quality- shift from quality centered organisation to marketing organisation.

In order to provide priority service to knowledgeable partners, some vendors reserve inventory resulting in shortages to other customers

High expectations from partners. Lack of trust and scepticism from

employees

Will Customers Knowledge affect companies Strategic Planning ? Vendor RetentionCompetitive Situation Improved PerformanceHigher Customer ExpectationResult in overall strategic planning

& Improvement

7.Should customer provide input to the organization and what type Of Inputs are Expected ??Resource Utilization

Project SpecificationsCost ReductionTechnological changesRequirement changes