Corwin Corporation Case Analysis Essay

Executive SummaryThe purpose of this article is to explore the realistic reasons hidden behind the event of draw termination between Corwin mountain with the Peters Company. The determination of taking this stomach was do slapdash by Corwin Corporation just a few weeks forwards Charismas down the stairs the nip of Peters Company. After trinity months, the throw up was finally cancelled just on the early testing present by the client unilaterally. This externalize failure led to non only financial loss for Corwin, save as well as cessation of relations with Peters Company which is peerless of the most important and also a gruelling customer.Corwin as the synonymous with quality has stringent requirements for any be after pickax around product-based initiatives from outside client. However, under the pressure and the temptation of further undefined manufacturing contract from Peters, the requirements were completely neglected. The retch failed to meet the client a nte one condemnation(prenominal) due to lack of proper watchfulness at the pre- throw up and on-going phases. The major concerns of the failure include project endurance staff competency management support project imagening and project conference between inwrought and external stakeholders.IntroductionThis article is prepared to seek the reasons of Corwin Corporations project failure. Hunting slides that Corwin made during the project initiation and execution stages and provides recommendation and solutions in order to avoid the occurrence of similar vitrines. Corwin Corporation is a globally well-known high-quality rubber components manufacturer. The top management of Corwin is highly conservative and tends to exand markets for existing products preferably than new product development. referable to the high-quality products credibility, Corwin receives specialty products manufacturing frequently. By the conservation nature of Corwins management strategy, 90% of all special ty-product requires was rejected. However, this long standing natural protocols was totally breached and a high risky project was interpreted by Corwin from one of its existing customers-Peters Company in just a few days before Christmas.The Peters Company is one of major client of Corwin. The good birth has been build up through past 2 years corporation begins from 1980 to 1982. At the end of 1982, Corwin received a request from Peters to produce a new product under a fixed $ 250,000 budget. During the initial conversation, Corwin resisted to accepting this project due to scant(p) notice time and unclear project scope. However, project was finally accepted for maintaining good client relationship and gaining further potential revenue of manufacturing contract.Three months later, after a few conflicts this impetuous decision resulted in complete project failure and also cost Corwins relationship with Peters. on that point are quite an a few reasons lead to this project failure . It includes project selection project manager competency managerial involvement, internal and external stakeholders discourse. Hamburger argues that in preparing an oversimplified, unrealistic project plan in seeking commitments from a non-supportive management and an uncooperative functional organization and in the false starts that result from functional with an ineffective plan or no plan at all(Hamburger, 1992) Discussion ramble selectionThe first mistake was that Corwin Corporation should not take the risk to accept the work from Peters Company under such a short period of time and even without any clearly product specification. During the initial communication, Corwin Corporation is unwilling to accept this project from Peters Company but finally changed its mind after realizing for the upcoming financial incentives. The case happened just a few weeks before Christmas. Most management team up extremitys were away for their holiday. This was caused by a lack of project s election accomplishments. As a result, without clearly understanding the uncertainties and project selection put to work will lead to project failure. suggest selection is the very first step of the project life cycle and it is very important and foremost activity in project management(Jigeesh, 2012).Bard, Balachandraand and Kaaufmann(1988) states that project selection is a very complex decision-making process since it is affected by many critical factors such as expert mastery, government regulations, differing preferences among project selection parties, etc. Most projects will not execute until an in-depth assessment of their probability of success is made, and the outcome appears favorable (Bard, 1988). In order to ensure the project selection is the most appropriate to byplay need. Baker (1986) argues that it needs to go through the pros and cons analysis and problem or opportunity need to be clearly identified at the early stage.Staff competencyThe project manager was appointed by technology VP. The Engineering director, project managers immediate boss, stated that the managers expertness was in managing internal rather than external projects. If he were the decision maker, he would not assign him to be the project manager. Unfortunately, Engineering VP took the risk and believed the director was too pessimistic to give him a try. The fact be his assumption wrong. Anderson (1992) argues that once the inexperienced project manager was assigned to a new project. He or She tend to keep on the strength his or her technical expertise. Because the project manager may be attentive on technical details of the project, not focus on other aspects of the project. This could be a reason for project failure. (Thornberry, 1989)Management supportDuring the early stage of this project, most of managerial team members were on vacation. The marketing VP who initiated the project then passed to Engineering VP just the day before he was leaving for his vacation. D ue to the R&D director was also away Engineering VP directly selected one of the R&D scientists as the project manager without asking his opinion. Bird (1988) states that the support of top management is interrelated with project success. The management support can be defined as When a senior(a) management project sponsor/champion, the chief executive officer and other senior managers devote time to review plans, follow up on results and facilitate management problems(Young & Jordan, 2008).The definition is interpreted to imply that project sponsor or management team members should spend more time on project activities and make enough time to be witting of the project status and to mediate as necessary. This is indicated that deficient management competencies or long distance remote leadership have negative impact on project outcomes(Blackstone, Cox, & Schleier, 2009). In this current case, most of management team members turn a blind eye to the project members and only engaged in blaming.Project planningIn this example, the project team received a reluctant authorization to proceed from the CEO and then ball was passed from Marketing to Engineering team. The inexperienced Project manager was select by Engineering VP, not his direct leader. Also a contract man was assigned into the project team he was totally unfamiliar with this kind of effort and just severed as a legal advisor once necessary. The Engineering director tried to argue that Peters Company was not easy to get on with and the project manager was very experienced in internal rather than external projects. Unfortunately his prompt was left in the basket. Also during the first internal project meeting, the project manager was not in attendance at this meeting which was held with three vice presidents of Corwin Corporation. As Hamburger (1992) stated Time cadaverous in the false starts that result from working with ineffective plan or no plan at all. The appropriate project kick-off effort wi ll get the project heading in the salutary trouble. Hamburger (1992) suggests that project kick-off should be organized in two ways.Firstly, internal communication among project team members and planning the project effort. Secondly, external communication involves meeting the client to reach common understanding on the project requirement and conclude an agreement on operating methodology. Except above communication methods, a complete project hand-over is needed. The final project team needs to be aware of the right direction requirements of the client. Furthermore, a solid project team is crucial. It is important to build up a cohesive project team with a common purpose that each member can make towards project success. Finally, the initial client meeting is necessary and should be taken seriously. Preparation for the client meeting includes development of the working procedures that will be needed for effective daily interaction among project manager, project team members and clients. dialogueAs discussed above, whatever internal communication with team members or external communication with clients, communication is one of the crucial competency that manager should have. Henderson (2008) argues that to be a qualified project manager, the best resource loader or an effective influencer is not enough. A qualified project manager must be a capable communicator, should possess the competency to share information both in writing and verbally. The communication skill is the most important among other competencies(Knutson, 2001). During the early support soliciting stage, the line groups were upset because the project manager did not ask the help in advance. By the time the project manager completed the first three tests, the in-house legate complained the tests were completely opposite to the right direct. The project manager chose to cater to the in-house rather than report to senior management team. The inexperienced project manager also did not know to i nvolve functional staff, expect they would just come on board when he needed them.The poor communication skills, combined with the in-house representatives arrogant attitude along with his interference with the testing process, contribute to unpleasant working environment and also reduced the work morale of project team members. Krahn and Hartment (2006) found that listening and verbal communication were most critical competencies among other competences for project managers to be successful in nowadays organizational environments. completely these problems arise because the inexperienced project manager did not notice the communication breakdown escalated during project execution. There are several communication action principles would be important for an efficient project management. Firstly, ensuring participation is in decision making by consulting all decisional factors. Secondly, the internal communication should be top priority and also a balance between internal and extern al communication must be taken into account. Finally, communication will not be a mere data transmission but also an alternate of information, idea and opinions (Posea, 2012).Conclusions1. The hasty decision was a mistake fundamentally. Corwin Corporation did not take enough time to analyze the project specifications, pros and cons adequately. 2. The original project selection process was totally ignored. 3. The project team was built up with inexperience project members. This mistake leaded to communication breakdown with internal and external stakeholders and deficiencies in product examinations. 4. The inexperience technical talent was appointed to be the project manager. 5. The management team did not fully involve in this project. 6. The internal and external communication channels are blocked lead story to misinterpretation of data, blindness among stakeholders. 7. Took the risk to accept the project from an existing client. Moreover, it had been aware Peters Company was dif ficult to subscribe to with.Recommendations1. Issue a rigorous company policy in project and project manager selection process. 2. Reinforce existing project selection process. Do not make any unwise decision unless it successfully passed the selection process. 3. Set up a train program on stakeholders communication. 4. School applicable employees about the project scope, project selection, pre-project planning and other project management relation train programmes. 5. name project manager selection strategies to improve the managerial skills and administrative capabilities of project managers. 6. It is the responsibility of the managerial team to support project staff not only on project itself but also includes members feeling. 7. Set up a team to restore the relationship with Peters Company. 8. Build up internal and external communication protocols.ReferenceAnderson, S. D. (1992). Project quality and project managers. International Journal of Project Management, 10(3), 138144. Bard, J. B., R. Kaufmann, P. E. (1988). An interactive approach to R&D project selection and termination. IEEE Transactions on Engineering Management, 35, 139146. Blackstone, J. H., Cox, J. F., & Schleier, J. G. (2009). A tutorial on project management from a theory of constraints perspective. International Journal of Production Research, 47(24), 7029. Hamburger, D. (1992). Project kick-off acquiring the project off on the right foot. International Journal of Project Management, 10(2), 115122. Henderson, L. S. (2008). The impact of project managers communication competencies validation and extension of a research model for virtuality, satisfaction, and productivity on project teams. Project Management Journal, 39(2), 4859. Jigeesh, N. (2012). Selection of project as important beginning for information technology project management. IUP Journal of Operations Management, 11(1), 4249. Knutson, J. (2001). Succeeding in project-driven organizationspeople processes, and politics. New Yor k Wiley. Posea, C. (2012). Communication implied by the project management. Scientific Research & Education in the Air Force, 197203. Thornberry, N. E. (1989). Transforming the engineer into a manager avoiding the Peter Principle. cultured Eng. Pract. Young, R., & Jordan, E. (2008). Top management support mantra or necessity? International Journal of Project Management, 26(7), 713725.