Magali Ekome Ndong
Dr. Margaret Shipley
Tuesday November 6th 2012
Case#4 Maximum Megahertz Project
Olaf Gundersen, CEO of Wireless Telecom Company, is facing a difficult situation. He accepted a project proposed by 6 of his cleverest R&D specialist, The Maximum Megahertz project. This project is now behind. In order to get out of this “quandary” and avoid such issues in the future, Olaf Gundersen and his team should ask themselves these questions. How can they learn from their mistake? How to identify a risky project and put an end to it? This particular case is related to chapter 14 of our textbook. This chapter deals with project closure or what to do when your project is done. Although here our project is not done, these chapters discuss the main reason why it is so. It is said on page 505 of the textbook, “the closure phase is as important as any other phase of the project. Observation tells us that organizations that manage closure and review well prosper. Those who don’t tend to have projects that drag on forever and repeat the same mistake over and over”. It is said in our case that this project is not the first one Olaf and his company as difficulty with. Matter of fact, there were three other projects that could not be completed in the last 5 years. The CEO kept on investing resources into these projects knowing that they were dead end. We can therefore, affirm that Olaf did not learn from his mistakes. He needs to include in his future plan of action a review stage after each project completion. Here, we seem to have a “perpetual” project which is a never ending project. For instance, completing this project will take 6 additional months when it is already 4 months late. Also, this project initially demanded $600,000 and now requires $800,000 more. The team faces numerous issues such as power reduction, speed increase and use of a new technology battery. In regard to all the information given, I will suggest...
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