The PEW organization deals with the development and manufacturing of the plastics moulding parts for the growth and development of the telecommunication industry. It is a repute company and serving the telecommunication industry from last 30 years. The market competition is increasing at a very high rate. The emergence of new suppliers has a direct impact on the decreasing profit of the company which is about 45%. The suppliers are provided the tools and equipment at better price. The owner of the company has decided to improve the relationship with the customers and suppliers. The management team is looking forward to analyse the root cause of the scenario and the solution to improve the turnover of the enterprise. The purpose of this paper is to identify the root cause of the organization failure, use of tools and technologies to understand the real situation of the company, and develops a continuous improvement plan for attaining long term sustainability of the enterprise.
The aim of the project is to develop a continuous improvement plan for increasing the turnover of the PEW organization.
The scope of the project is to analyse the problem domain which exist with the failure of the organization working policies. The identification of the root cause for the inefficiency of the operational plan should be clearly identified with the application of tools and technologies. The continuous improvement plan should be developed for optimizing the profitability and turnover of the organization with the deployment of project management methodologies.
The study of the PEW project report helps in analysing the root cause of the project failure. The case study helps in identifying the area of improvement for increasing the profitability of the enterprise. The PEW organization is not having effective plan and process schedule for developing and manufacturing of the products and tools. The limitation of the project activity schedule results in overrunning of the cost which has a direct impact on the financial stability of the enterprise. The internal and external stakeholders are not connected with effective communication system. The organization hierarchy is not properly developed for managing the flow of communication. The project owner and the top executives of the organization are not actively participates in making good and healthy relationship with the suppliers and customers. There is no medium undertaken for managing relationship with the global customers (Owens, 2010). The sale of the product is limited to the local customers only. The organization does not design an improvement plan for considering the feedback and reviews of the customers (Otieno, 2014). The market analysis and the price fixed by the market competitors are not taken under consideration during the setting of price and cost of the manufacturing product. There is no technology indulged for promoting the product among the customers. The organization do not sale out their manufactured product with a tag line or a brand name (McClinton, 2013). The sale of the organization can be improved by overcoming the issues and problems associated with the working architecture of the PEW enterprise.
The tools which are used for identifying the root cause of the decreasing rate of product sale are listed below:
Data Tables: The data tables are prepared for analysing the gaps and flaws which exist with the working architecture of the organization. The development of the work matrix helps in analysing the contribution of the stakeholders according to the salary provided to them. The division of work should be according to the efficiency and capability of the stakeholders. The data tables helps in analysing the status of work done by the stakeholders in the given period of time. It helps in identifying the process of communication used for managing the flow of information and resources among the member participants.
Pareto Analysis: The Pareto analysis helps in identifying the team management plan for solving the problems and complexities associated with the operational plan of the PEW enterprise. It is the visual format for identifying the limitation and problems. The progress report of the enterprise can be analysed.
Cause and Effect Analysis: The cause and effect diagram helps in developing the graphical representation of the problems and their impact on the working operational plan of the enterprise. The limitation of the project charter, cost estimation, distribution of responsibilities, system analysis, quality standards, stakeholder engagement plan, and others had a direct impact on the project schedule, quality of product, delay in the project, overrunning of cost, and resource utilization.
Check List: The quality checklist is prepared for analysing and reviewing the customer demands with the expected quality of the manufactured product of the PEW organization. The checklist is prepared for analysing the status of the project processes undertaken such as completion of the project scope management plan, identification of risks, project benefits, costs, and others.
Histogram: The histogram is prepared for analysing the resource utilization for completing the project activity schedule within the given specified time. The emphasis should be given on tracking the work performance of the team members and their contribution in the completion of the project schedule.
Scatter Diagram: The scatter diagram is used for analysing the sale of the manufacturing product. The profit and loss of the organization can be measured with the demonstration of the scatter diagram.
Control Charts: The control charts are used for analysing the performance of the project schedule and the completion of work with the given specified time of the project.
The continuous improvement plan is developed for the PEW organization to manage stability in the global competitive world. The efficiency of the manufacturing product sale should be increased for enhancing the profit and turnover of the enterprise. The PMBOK methodology is selected for developing the continuous improvement plan for the enterprise. The deployment of the PMBOK methodology helps in increasing the customer satisfaction, alignment of strategic plan of the business with the organization goal and objectives, increases manufacturing productivity of the organization, helps in gaining competitive advantage, increases operational functionality of the enterprise, improving better management of the cost estimation plan, analysing the market competition and trend and technologies used by them in the development of the product, predicting the performance of the project that it meets the quality standard or not, improving level of communication between the member units, and increasing efficiency of decision taking.
The following tables shows the problems which are identified with the deployment of continuous improvement plan and changing the traditional way of completing the project manufacturing process.
|
Problems Identified |
Issues Severity |
Issues Likelihood |
Issues Ranking |
Risk Probability |
Risks Impact |
Risks Description |
|
Change in the organization goal and objectives |
4 |
2 |
6 |
High |
Medium |
The employees are not aware of the change in the organization goal and objectives |
|
Strategic issues |
1 |
3 |
4 |
Medium |
High |
The strategy of the project is not appropriate according to the need and requirement of the project goal |
|
Selection of correct project methodologies |
3 |
1 |
4 |
Medium |
Low |
The right methodology is not selected for developing the project schedule |
|
Incompetency of the employees |
1 |
2 |
3 |
Low |
High |
The employees are not having skills and expertise in carrying over the required project responsibilities. |
|
Wrong estimation of project cost |
3 |
3 |
6 |
High |
Medium |
The market analysis of the project is not properly done |
|
Problems Identified |
Problem mitigation strategy |
|
Change in the organization goal and objectives |
The changes in the organization goal and objectives should be done with the active participation and contribution of the stakeholders |
|
Strategic issues |
The strategy and operational plan should be developed according to the project goal |
|
Selection of correct project methodologies |
The project management methodologies helps in improving the design of project schedule |
|
Incompetency of the employees |
The extra training program should be arranged for the employees to develop their skills and expertise according to the project requirement |
|
Wrong estimation of project cost |
The market analysis and price fixed by the competitors should be evaluated before developing the project cost estimation plan (Krahn, and Hartment, 2006) |
|
Resources |
No. of units |
Responsibilities |
|
Project Owner |
1 |
Identification of change request Clarification in the requirement specification plan |
|
Project Manager |
1 |
Identification of root cause Selection of project methodology Selection of tools for analysing the problems Development of cause and effect diagram Development of project schedule Distribution of required work Setting of time duration |
|
System designer |
2 |
The system is designed for developing the marketing strategies for the organization (Mansfield community, 2013) |
|
Internal Consultant |
2 |
Innovative ideas for branding Innovative marketing tools Development of product features videos |
|
External Consultant |
2 |
Focuses on managing good working climate’ Focuses on developing good relationship with the supplier Focuses on managing relationship with the customers from the global world Focuses on minimizing the political risks and control over the working performance of the project (Rauber, 2014) |
|
Risks Manager |
1 |
Identification of problem domain Development of problem mitigation strategy (Passenheim, 2015) |
|
Quality manager |
1 |
Develops the quality standard for the project |
|
Project Sponsors |
3 |
The funding should be approved by the investors. |
|
Resources |
Messages |
Frequency |
Communication tools |
Receiver |
Status |
|
Project Owner |
Identification of change request Clarification in the requirement specification plan |
Monthly |
Emails Telephone Face to face discussion Round table discussion Newsletter Circulars Audio Conferencing Video Conferencing Social Networks |
Project Manager |
Completed |
|
Project Manager |
Identification of root cause Selection of project methodology Selection of tools for analysing the problems Development of cause and effect diagram Development of project schedule Distribution of required work Setting of time duration |
Daily |
Emails Telephone Face to face discussion Round table discussion Newsletter Circulars Audio Conferencing Video Conferencing Social Networks |
Project Owner System Designer |
In-process |
|
System designer |
The system is designed for developing the marketing strategies for the organization |
Daily |
Emails Telephone Face to face discussion Round table discussion Newsletter Circulars Audio Conferencing Video Conferencing Social Networks (Kharaiweish,2013) |
Consultants |
In-process |
|
Internal Consultant |
Innovative ideas for branding Innovative marketing tools Development of product features videos |
Monthly |
Emails Telephone Face to face discussion Round table discussion Newsletter Circulars Audio Conferencing Video Conferencing Social Networks |
Designer Project Manager |
In-process |
|
External Consultant |
Focuses on managing good working climate’ Focuses on developing good relationship with the supplier Focuses on managing relationship with the customers from the global world Focuses on minimizing the political risks and control over the working performance of the project (Moujib and Aziz, 2017) |
Monthly |
Emails Telephone Face to face discussion Round table discussion Newsletter Circulars Audio Conferencing Video Conferencing Social Networks |
Project Manager Project Owner |
Completed |
|
Risks Manager |
Identification of problem domain Development of problem mitigation strategy (Vaskimo, 2012) |
Fortnightly |
Emails Telephone Face to face discussion Round table discussion Newsletter Circulars Audio Conferencing Video Conferencing Social Networks |
Project Manager |
Completed |
|
Quality manager |
Develops the quality standard for the project |
Monthly |
Emails Telephone Face to face discussion Round table discussion Newsletter Circulars Audio Conferencing Video Conferencing Social Networks |
Project Manager |
Not Started |
|
Project Sponsors |
The funding should be approved by the investors. |
Emails Telephone Face to face discussion Round table discussion Newsletter Circulars Audio Conferencing Video Conferencing Social Networks |
Project Manager |
In-process |
The PMBOK methodology is used for developing the continuous improvement plan for the project. The PMBOK methodology is composed of 49 activities and focuses on the development of 10 knowledge areas for the successful completion of the project. Some of the project activities are identification of the internal and external stakeholders, planning and scheduling of activities, project charter, resource plan, estimation of cost, and others. The following knowledge areas are taken under consideration for the development of effective project schedule:
|
Knowledge Areas |
Description |
|
Project Integration management plan |
The integration plan helps in improving the performance of the operational plan for the project by developing effective project activities, preparation of the project charter for approval, Designing of project work distribution, management of project required knowledge, controlling process, change management, and closure of the project development |
|
Project Scope management plan |
The requirement should be clearly defined for the development of the project scope. The procedures for validating and controlling the scope should be developed |
|
Project Schedule management |
The Work breakdown structure is prepared of the project activities. |
|
Project cost management |
Cost estimation plan and cost breakdown structure should be prepared |
|
Project Quality management |
The validation and verification processes for approving the quality of the project should be determined (Rauber, 2014) |
|
The flow of information in the organization hierarchy |
|
|
Project Resource management |
Management of resources according to the requirement of the stakeholders |
|
Project risks management plan |
Identification of risks and its impact helps in analysing the process of risks allocation |
|
Project Stakeholder management plan |
It focuses on identification of the stakeholders, planning the stakeholder work structure, managing resources, and monitoring of the stakeholder engagement program |
|
Project Procurement plan |
It focuses on identifying the resources required for the project, inventory management, purchasing of the resources, and controlling the procurement process (Wilson, 2012) |
The technical management program helps in analysing the systematic approach for completing the undertaken project installation with efficiency. The systematic sequence of activities is highlighted below:
The success of the project can be achieved by having good leadership in the working environment of the project because a good leader actively participates in:
Conclusion
It can be concluded that the problems and uncertainties associated with the failure of the current working of PEW organization can be resolved by deploying the PMBOK project methodology to focus on improving all knowledge areas of the project. The cause and effect diagram helps in developing the graphical representation of the problems and their impact on the working operational plan of the enterprise.
References
Dunna, B., and Burela, V. (2010). Success factors for effective implementation of project controls in contracting companies. Retrieved from https://www.diva-portal.org/smash/get/diva2:141247/FULLTEXT01.pdf
Kharaiweish, M. (2013). Project Monitoring and control measures. International Journal of computer science and information technology, 5(5). Retrieved from https://airccse.org/journal/jcsit/5513ijcsit03.pdf
Krahn, J., and Hartment, F. (2006). Effective project leadership: A combination of project manager skills and competencies in context. International conference on new direction in project management. Retrieved from https://www.pmi.org/learning/library/leadership-project-manager-skills-competencies-8115
Lindh, C. (2012). How does information technology impact on business relationships? The need for personal meetings. 1st ed. [ebook]. Retrieved from https://www.impgroup.org/uploads/papers/6732.pdf
Mansfield Community. (2013). Introduction to project management. 1st ed. Ebook. Retrieved from https://www.mansfield.vic.gov.au/Libraries/Community_Development/Intro_to_Project_Management_Manual.sflb.ashx
McClinton, P. (2013). Project Management methodologies: a review of literature. Retrieved from https://www.academia.edu/7055300/Project_Management_Methodologies_A_Review_of_the_Literature
Moujib and Aziz. (2017). Lean Project management. 1st ebook. Retrieved from https://www.pmi.org/learning/library/lean-project-management-7364
Otieno, F. (2014). The role of monitoring and evaluation in projects. 1st ed. [ebook]. Retrieved from https://www.irbnet.de/daten/iconda/CIB8942.pdf
Owens, J. (2010). Risk management. Retrieved from https://agile.csc.ncsu.edu/SEMaterials/RiskManagement.pdf
Passenheim, O. (2015). Project Management. 1st ed. [ebook]. Retrieved from https://home.hit.no/~hansha/documents/theses/projectmanagement.pdf
Rauber, J. (2014). A Critical analysis of quality management. 1st ebook. Retrieved from https://www.ijmp.jor.br/index.php/ijmp/article/view/121/379
Vaskimo, J. (2012). Organization project management methodologies. Retrieved from https://aaltodoc.aalto.fi/bitstream/handle/123456789/19005/isbn9789526065861.pdf?sequence=4
Wilson, D. (2012). Project Governance. Retrieved from https://www.masterresearch.com.au/downloads/pdfs/Project_Governance_V2.pdf
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