Crosby Manufacturing Corporation Case Study
Running head: CROSBY MANUFACTORING CORPORATION
Case Study Chapter 12 – Crosby Manufacturing Corporation
Abstract
Next to first-hand experience, case studies are one of the best ways to learn project management skills. In The Crosby Manufacturing Corporation case study, Harold Kerzner reports on the executive-level exchange between the company president and other department heads regarding a new Management Cost and Control System (Kerzner, 2009). This paper will give a synopsis of the case, analyze the case study communications issues and risks, and evaluate Livingston’s selection of a project manager. It will also discuss the possible reactions from the employees, the impact on the cost and time on the project as well as which constraints ultimately compromised the success of project.
Crosby Manufacturing Corporation
Synopsis of the Case
The Crosby Manufacturing Corporation case study details a discussion between the organization’s executive officers over their plans to implement a new Management Cost and Control System (MCCS) (Kerzner, 2009). The president, Wilfred Livingston, has successfully reorganized the company into a more efficient matrix organization over the previous three years and seeks to implement the new MCCS so the company can compete on new government contracts. Crosby’s existing MCCS falls short of government reporting and auditing requirements. At the beginning of the meeting, Livingston lays out the case for the new MCCS. The Management Information System (MIS) manager initially responds with a plan to perform a feasibility study with a detailed requirements analysis. The Engineering manager responds with a schedule and proposed vendor evaluation metrics. He suggested starting software development immediately. Livingston closes the discussion by assigning a project manager from another group and, after committing his support to the project, lays out a list of project planning items he wants
Case Study Chapter 12 – Crosby Manufacturing Corporation
Abstract
Next to first-hand experience, case studies are one of the best ways to learn project management skills. In The Crosby Manufacturing Corporation case study, Harold Kerzner reports on the executive-level exchange between the company president and other department heads regarding a new Management Cost and Control System (Kerzner, 2009). This paper will give a synopsis of the case, analyze the case study communications issues and risks, and evaluate Livingston’s selection of a project manager. It will also discuss the possible reactions from the employees, the impact on the cost and time on the project as well as which constraints ultimately compromised the success of project.
Crosby Manufacturing Corporation
Synopsis of the Case
The Crosby Manufacturing Corporation case study details a discussion between the organization’s executive officers over their plans to implement a new Management Cost and Control System (MCCS) (Kerzner, 2009). The president, Wilfred Livingston, has successfully reorganized the company into a more efficient matrix organization over the previous three years and seeks to implement the new MCCS so the company can compete on new government contracts. Crosby’s existing MCCS falls short of government reporting and auditing requirements. At the beginning of the meeting, Livingston lays out the case for the new MCCS. The Management Information System (MIS) manager initially responds with a plan to perform a feasibility study with a detailed requirements analysis. The Engineering manager responds with a schedule and proposed vendor evaluation metrics. He suggested starting software development immediately. Livingston closes the discussion by assigning a project manager from another group and, after committing his support to the project, lays out a list of project planning items he wants