Continental Computer Corporation

Topics: Project management, Management, Project planning Pages: 19 (4780 words) Published: December 4, 2014
TABLE OF CONTENTS

1.EXECUTIVE SUMMARY2
1.1 Company Profile……………………………………………………………………………………………………………………… 2 1.2 Problems identified and their main causes ……………………………………………………………………………. 2 1.3 Recommended solutions to the identified problems………………………………………………………………. 2 1.4 Conclusion……………………………………………………………………………………………………………………………… 3 2.INTRODUCTION4

3 EVALUATION OF THE CASE STUDY: MAIN PROBLEMS AND CAUSES…………..4 3.1 Management structure……………..……………………………………………………………………………………………. 4 3.2 Establishing Project Management as a profession………………..………………………………………………… 5 3.3 Cost reporting (keeping two sets of books).……………………………………………………………………………. 5 3.4 Managing conflict, change and communication..……………………………………………………………………. 6 3.5 Project planning……………………………………………………………………………………………………………………… 7 3.6 Research and development……………………………………………………………………………………………………. 7 4.RECOMMENDED SOLUTIONS TO THE IDENTIFIED PROBLEMS……………………8 4.1 Management structure ……..…………………………………………………………………………………………………. 8 4.2 Establishing Project Management as a profession ………………….……………………………………………. 11 4.3 Cost reporting (keeping two sets of books).……………………………………………………………………………. 12 4.4 Managing conflict, change and communication …………………………………………………………………….. 13 4.5 Project planning……………………………………………………………………………………………………………………… 15 4.6 Research and development……………………………………………………………………………………………………. 17 5.BIBLIOGRAPHY19

6. ABBREVIATIONS ………………………………………………………………………………………………………………..19

1. EXECUTIVE SUMMARY
1.1 Company profile
Continental Computer Corporation (CCC) is a corporate with worldwide operations encompassing just about every aspect of the computer field. CCC operates with three divisions apart from corporate headquarters, namely the Eton Division, the Lampco Division and the Ridge Division. Lampco produces about $2 billion worth of revenue each year. Eton division is however the biggest money maker. The organisation restructured during the early nineties and the divisions were allowed to operate independently as strategic business units, mainly because of cost reporting. They therefore implemented different organisational structures, administrative policies as well as career opportunities.

1.2 Problems identified and their main causes
Management Structure as a problem: All three divisions have a different management structure as a result of restructuring allowing the divisions to operate independently as business units. Lack of Project Planning: The inability to develop uniform procedure for starting up a program resulted in a lack of central decision making and no execution of projects in terms of project management principles. Lack of conflict, change and communication management: Conflict continually arises as a result of misunderstanding and interdependencies. Lack of formal Communication channels results in duplication of efforts. Resistant to change, being afraid that if they continue to grow they will be forced to change the structure.

1.3 Recommended solutions to the identified problems
Having realised that the divisions are operating in silos and such is giving challenges, a decision was made to professionalise project management as a career path position wherein it will be uniformly applied across all divisions. Implement the Matrix organisational structure

Implement Project Management as a profession
Implement change management
Develop and implement Communication Strategy
Develop and implement a uniform project procedure
1.4 Conclusion
CCC should adopt the Matrix organisational structure to establish operating guidelines to ensure proper balance of power between project and functional Managers. Under this structure project management as a career path will be uniformly applied across all divisions. A uniform planning procedure need to be developed and implemented.

2. INTRODUCTION
Continental Computer Corporation (CCC) was a $9 billion a year...

Bibliography: BUCKLES, R.J.; Sibert, J.W.; Hosek, R.J. 1984. “How Atlantic Richfield advances scientists and researchers”. Management Review, v. 73, i.5, p.29.
CESARE, S.J.; Thornton, C. 1993. “Human resource management and the specialist/generalist issue”. Journal of Managerial Psychology, v.8, n.3, p.31-40.
DYE, L. 2002. Managing Multiple Projects: Planning, Scheduling and Allocating Resources. CRC Press.
Fayol, H. 1841-1925. “the more clear cut the chain of command, the more effective the decision making process and greater the efficiency”.
MICHAEL-ROTH, L.A. 1982. Critical examination of the dual ladder approach to career advancement. Columbia University Graduate School of Business, Nova York, NY.
NOE, R. 2002. Employee training & development. McGraw-Hill, 2th Edition.
Schmikl & Van Dyk. 2013. “Excellence is achieved through a continuous improvement value system”.
SOCIETY OF HUMAN RESOURCES MANAGEMENT
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