Case on Corwin Corporation
Case 1: Corwin Corporation
Table of Contents
Summary of Findings…………………………………………………………… 3
Background Information……………………………………………………….. 3
Problem Statement……………………………………………………………… 5
Analysis of Alternatives………………………………………………………… 5
Detailed Recommendations……………………………………………………. 6
Implementation and Evaluation……………………………………………….. 7
References……………………………………………………………………….. 9
Case 1: Corwin Corporation
Summary of findings
This case is about a reputed rubber component manufacturing company that has a conservative and risk-averse culture. But they accepted a project from their client, Peters Company without making a deep research as they don’t want to lose their relationship. This project was more than what the company can chew. Corwin was not able to get the results as expected on this project. This was due to lack of time and expertise in personnel in making the “go or no go” decision for this project. Also there were no proper project management functions visible in the whole process right from selection of the project, which proves the lack of strategic decision making process in the upper hierarchy of the organization. Some other problems identified were accepting the project for a fixed price and letting the customer representative intrude the direct personnel working in the project. The best recommendation is to have a company-wide policy implementation for selection of projects and having skillful and experienced people determine the cost and make budgets. The company must stick to follow the project management functionalities however worse the situation is and should follow their rules in the own territory. Having the recommendations implied the success factor can be measured by customer satisfaction in that project.
Background information
Corwin Corporation (CC) has an international reputation for manufacturing lo-cost and high-quality rubber component. They follow risk-averse culture and don’t believe in entering new markets
Table of Contents
Summary of Findings…………………………………………………………… 3
Background Information……………………………………………………….. 3
Problem Statement……………………………………………………………… 5
Analysis of Alternatives………………………………………………………… 5
Detailed Recommendations……………………………………………………. 6
Implementation and Evaluation……………………………………………….. 7
References……………………………………………………………………….. 9
Case 1: Corwin Corporation
Summary of findings
This case is about a reputed rubber component manufacturing company that has a conservative and risk-averse culture. But they accepted a project from their client, Peters Company without making a deep research as they don’t want to lose their relationship. This project was more than what the company can chew. Corwin was not able to get the results as expected on this project. This was due to lack of time and expertise in personnel in making the “go or no go” decision for this project. Also there were no proper project management functions visible in the whole process right from selection of the project, which proves the lack of strategic decision making process in the upper hierarchy of the organization. Some other problems identified were accepting the project for a fixed price and letting the customer representative intrude the direct personnel working in the project. The best recommendation is to have a company-wide policy implementation for selection of projects and having skillful and experienced people determine the cost and make budgets. The company must stick to follow the project management functionalities however worse the situation is and should follow their rules in the own territory. Having the recommendations implied the success factor can be measured by customer satisfaction in that project.
Background information
Corwin Corporation (CC) has an international reputation for manufacturing lo-cost and high-quality rubber component. They follow risk-averse culture and don’t believe in entering new markets
References: Grzesiak, T. (2009). Managing Fixed Price Contracts. Retrieved from Project times: http://www.projecttimes.com/articles/managing-fixed-price-contracts.html Hamburger. (1992). Project kick-off: Getting the project off on the right foot. International Journal of Project Management. Kerzner, H. (2011). Advanced Project Mangement. Seeber, J. (2011). Project Selection criteria: how to play it right. Retrieved from American Society for the Advancement of Project Management: http://www.asapm.org/asapmag/articles/SelectionCriteria.pdf