Jim asked you to join him to present the teams leadership discussion to Sam and Gloria. The meeting went very well. You addressed your concerns, highlighted some key problem areas that were shared by the rest of the team, and connected everything back to how their actions are impacting the success of the project. They now realize that their behaviors and actions are putting the project at risk.They were also pretty embarrassed with the type of behaviors they displayed in the meeting as the company leaders. Both Sam and Gloria were very receptive to the ideas that you presented to them. In fact, so receptive that they both said they see a lot of leadership potential in you.We are both sorry about the whole ordeal. We will both work together to control our emotions and not let it take over us again, says Sam.Yes I agree. I will approve the charter’s budget, but there were a few sections that were incomplete and others I changed, says Gloria.Jim looks shocked, saying What? Incomplete sections? I was pretty sure we completed everything before I forwarded the charter to you.Here, take a look, says Gloria, handing the project charter to Jim. Sections six through eight are incomplete and missing some very important information.Wow, says Jim. You are right. I should have taken a closer look at this before I gave it to you.Jim turns to you, handing you the document. You have done such an excellent job throughout this entire project. Would you be willing to complete the project charter? Click here for the project charter template.Of course. you say.Because of this incident and the leadership that you have displayed over the past few months, we would like you to take over Jims position as the new project manager, says Sam to you.We would like you to write a letter to the team to explain the leadership change. No need to blame anyone in the letter, but address areas of improvement and ways you intend to move the project forward as the new project manager, says Gloria.Ill have a copy for approval on your desk in the morning, you say.Back at your desk, you write a 2–3-page, APA-style letter addressing Glorias comments and include examples of your leadership style and drive motivation to help get buy-in from the rest of the team. Once that letter is done, you update the existing project charter template with any changes and complete the remaining sections, 6–8, to be given to Gloria in the morning.TopGear Corporation Project Charter
Project Name: GPS Tracking System
Project Description:
Department(s):
Focus Area:
Product/Process:
Schedule:
Estimated Budget:
Current Date:
Project Stakeholders
Document Owner(s):
Stakeholders
Project/Organizational
Title
Internal or External
Mike Green
Overall Project Manager
Internal
Jerry Lawson
IT Manager
External
Melissa Grant
Engineer/Communications
Manager
Internal
Sara Jenkins
Assistant Engineer
Manager
External
Jim Young
Project Team Member
External
Liz Komora
Associate
External
Martin Titi
Vendor
Internal
Rita Tatu
Team Member
Internal
Stakeholder Description:
Stakeholder
Role
Name
Level
(high/mid/low)
Subject Matter
Expert
Sponsor
Thomas Bray
Middle
Expert
Sponsor
Richard Brayson
High
Expert
Client
Fausta Liz
Low
Expert
Client
Linda Pablo
High
Expert
Page 1
Project
Manager
Mike Green
High
Expert
Associate
Liz Komora
Low
Expert
Team member
Tim Young
High
Expert
Team member
Rita Tatu
High
Expert
Vendor
Martin Titi
Low
Expert
Page 2
Mike Green the overall Project Manager is qualified with an MSM in project
management and a BS in electrical engineering as well as 6 years with the
company. He is a technician who previously worked in the public relations and
marketing department who has also done a lot of hands-on electrical work and
testing. He is an internal stakeholder. He is involved in the whole company’s
project formulation including strategies to improve it. He reports to the CEO of
the company.
Jerry Lawson is the IT Manager for this project as he holds a degree in MS in
computer science including several IT certifications as well as 6 years with the
company with relations to experience. He is an external stakeholder. Reports to
the Overall Project Manager and his duties include security in the IT department
and ensuring there is a reliable IT source of information.
Melissa Grant holds an MBA and a BS in electrical engineering and has also
been with the company for 4 years. She has done business analysis, quality
assurance, and risk management with an addition of an engineering background.
She is the engineer/communications manager since she is familiar with the two
backgrounds. She is an internal stakeholder. Her duties include the conduction of
a business SWOT analysis whenever necessary and assuring quality assurance
for clients. She reports also to the project manager.
Sara Jenkins is the marketing manager as she has a lot of procurement and
acquisition experience as well as an engineering background. She is an external
stakeholder. Her duties include creating a new brand for the company to achieve
the marketing goals after the poor feedback of sales from clients around. She
reports to the Projects Manager
Jim Young currently serves as a department supervisor for two business units.
Prior to this role, he worked as an electrical engineer for the company. He has
worked on many of the development projects as a team leader and helped to
innovate some of the company’s existing devices. People in his business units
speak highly of his leadership and coaching style. He is a project team member
and an external stakeholder. He also reports to the project manager.
Page 3
1
PROJECT CHARTER PURPOSE
The main purpose of the project charter is to primarily define the scope, goals, as well as
deliverables that will enhance requirements that will measure the success of the project.
Also, the charter will be used in defining the stakeholders of the project and agreements
for providing proper delivery of the final product. By use of the project charter, the
project manager can definitely educate the team members about the responsibilities they
should undertake and be able to justify the allocation of project resource. Through
defining the objectives, the project charter will also enhance a foundation of
documentation of other projects, such as budget (Kerzner, 2013).
2
PROJECT EXECUTIVE SUMMARY
The project executive summary is based on the GPS tracking system project. The
tracking system has been designed for creating a new GPS product with minimal impact
on the product of other products and the corporate culture. For it to be successful, it is
important to be committed in the project management. The scope of the project has
extended to other functions which are involved in producing the product. The
assumptions of the project are that there are marketing data and research that will make
the product a viable possibility. The risk involved in this case is that the product to be
developed will prove it to be unfeasible. The estimated cost is 500,000 to 1000000
dollars. The timeline for the project will be 8-12 months; however, there may be unseen
legal entanglements that might extend the timeline. The approach is based on in house
with the final production to be outsourced to a Chinese manufacturer (Kerzner, 2013).
Page 4
3
PROJECT OVERVIEW
The project undertaken is to be considered for the purpose of gaining back market share
that has been taken my cheaper competitors. The high competition in the market place
has led to lower prices as compared to the sale of products, thus, development of better
methods of production for new product will contribute in saving. Customer expectations
has also increased due to recent recession in combination to new market entries which
have led to innovation of new technologies that have threatened the strategies in the
market. The other factor that should be considered is the recent dissolution of TGC’s
largest supplier and the increased cost of alternative suppliers. The project will as well
contribute to other research to be carried into supplier options and product methods that
will be translated into other product lines.
4
PROJECT SCOPE
4.1
Goals and Objectives
Goals



4.2
Objectives
Improving production
Increase usability
Reducing the cost of the
product



Increase production by 5\%
Design for use in different configurations
Reduce waste manufacturing by 10\%
Departmental Statements of Work (SOW)
Departmental SOW
Owner/Prime
Due Date/Sequence
Design
Jerry Lawson
Final week of feasibility
analysis
Page 5
Testing
Mike Green
Two weeks after
design proposal
Production
Sara Jenkins
Final week of the
design phase
4.3
Organizational Impacts
Impact to and Participation of
Organization
Organization
Investment bank association
This is used for providing loans for
TGC
TopGear Corporation
Directs the projects as well as
supporting it
U.S Government
Sets GPS regulations that are
needed to be followed
4.4
Project Deliverables
Milestone
Deliverable
1. Regulatory approval submission



Final proposal
Initial meeting notes
Draft submission
2. Product Testing Certification



Execution of testing procedure
Installation of testing apparatus
Submission to testing procedure
3. Manufacturing partnership
formation



Final contract agreement
Request for proposal
Statement of work
4.5
Deliverables Out of Scope
This includes any extra factors that do not align with the needs of the project deliverable,
such as data storage, and security. Other factors are environmental factors that do not
align with the scope of the project.
Page 6
4.6
Project Estimated Costs and Duration
Date
Estimate
Deliverable(s)
Included
Submission for
regulatory approval
12/5/2016
Initial meeting notes
Final proposal
Medium
Product testing
certification
12/20/16
Execution of testing
procedures
Installation of testing
apparatus
High
Formation of
manufacturing
partnership
12/30.16
Final contract
agreement
Request for proposal
low
Project Milestone
5
PROJECT CONDITIONS
5.1
Project Assumptions
Confidence Level
 There exist demand for the project
 TGC is able to produce such product
 There is an existence of the product
5.2
Project Issues
Priority Criteria
1 − High-priority/critical-path issue; requires immediate follow-up and
resolution.
2− Medium-priority issue; requires follow-up before completion of next
project milestone.
3− Low-priority issue; to be resolved prior to project completion.
4 − Closed issue.
Page 7
# Date
Owner
Description
Statues and Resolution
1 12/21/2016 2
Ryan
Inadequate
communication
Is been resolved at the
moment
2 12/31/2016 1
Doug
Philips
Confirmation is
Has been assigned to
required based on Ryan who will required to
the status of the
create a report soon
project
5.3
Priority
Project Risks
#
Risk Area Likelihood Risk Owner
1
Final sale
2
Failure of
Technology
3
Change of
legislation
Project impact and mitigation plan
Medium
Dough Philips
Incorporating the new product by meeting
the deadline
Low
Jerry Lawson
Conducting preliminary research will ease
the project
High
Melisa Grant
Experienced team will be assigned in
monitoring the regulations that occur in the
government.
Page 8
References
Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling,
and Controlling. John Wiley & Sons. Retrieved from
http://wow.coursesmart.com/9781118022276
Page 9
TopGear Corporation Project Charter
Project Name:
Project Description:
Department(s):
Focus Area:
Product/Process:
Schedule:
Estimated Budget:
Current Date:
Project Stakeholders
Document Owner(s): Stakeholders
Project/Organizational Title
Internal or External
Stakeholder Description:
Stakeholder Role
Name
Level (high/mid/low)
Sponsor
Sponsor
Client
Client
Project Manager
Associate
Team member
Team member
Vendor
Page 1
Subject Matter
Expert
Describe in a few sentences each stakeholder’s involvement on the project. The purpose of this
section is to provide the reviewer with a quick summery of all identified stakeholders and their
involvement. Make sure to include everyone indicated from the scenario.
Example: [replace example with your stakeholder description from the scenario]
Tom Higgins is the program manager for this project and holds a senior-level administrative
position in the procurement department. He is an internal stakeholder, directly involved in the full
life cycle of the project, and manages the procurement process, budget, contracts, and resource
allocation. Allen Kennedy and Johnson Williams report directly to him.
Page 2
1
PROJECT CHARTER PURPOSE
[Replace this text with your own statement of the Project Charter Purpose.]
2
PROJECT EXECUTIVE SUMMARY
[Replace this text with a high-level view of:
3

Project goals

Objectives

Scope

Assumptions

Risks

Costs

Time line

Approach

Organization]
PROJECT OVERVIEW
[Replace this text with the rationale and business justification for undertaking this project.]
4
PROJECT SCOPE
4.1
Goals and Objectives
4.2
Goals
Objectives
[Replace this text with
project goals. For
example: The project will
provide an improved
system for managing
product returns.]
[Replace this text with objectives for each goal. For
example:
1. Develop a system by June that tracks an end-to-end
process for 100\% of product returns.
2. Integrate new system with sales to improve customer
satisfaction 40\% by year-end.]
Departmental Statements of Work (SOW)
Departmental SOW
Owner/Prime
Page 3
Due Date/Sequence
4.3
Organizational Impacts
Impact to and Participation of
Organization
Organization
4.4
4.5
Project Deliverables
Milestone
Deliverable
1. [Milestone Description]



[Deliverable 1—description]
[Deliverable 2—description]
[Deliverable n—description]
2. [Milestone Description]



[Deliverable 1—description]
[Deliverable 2—description]
[Deliverable n—description]
3.

Deliverables Out of Scope
[Replace this text with a description of key logical areas not considered part of the
boundaries of this project. Examples of these out-of-scope deliverables may include data,
processes, applications, or business management.]
4.6
Project Estimated Costs and Duration
Project
Milestone
Date
Estimate
[Milestone 1]
[Milestone 2]
Deliverable(s) Included
Confidence Level
[mm/dd/yy]
[Deliverable 1]
[Deliverable 2]
[High/Medium/Low]
[mm/dd/yy]
[Deliverable 1]
[Deliverable 2]
[High/Medium/Low]
Page 4
5
PROJECT CONDITIONS
5.1
Project Assumptions
5.2

[Assumption 1]

[Assumption 2]

[Assumption 3]
Project Issues
Priority Criteria
1 − High-priority/critical-path issue; requires immediate follow-up and resolution.
2 − Medium-priority issue; requires follow-up before completion of next project milestone.
3 − Low-priority issue; to be resolved prior to project completion.
4 − Closed issue.
5.3
#
Date
1
2
Priority
Owner
Description
Status and Resolution
[mm/dd/yy]
[Issue 1
description]
[Replace this text with
status and proposed or
actual resolution.]
[mm/dd/yy]
[Issue 2
description]
[Replace this text with
status and proposed or
actual resolution.]
Project Risks
#
Risk Area
Likelihood
Risk Owner
1
[Project
risk]
[High/Medium
/Low]
[Replace this text with a description
of the mitigation plan.]
2
[Project
risk]
[High/Medium
/Low]
[Replace this text with a description
of the mitigation plan.]
Page 5
Project Impact-Mitigation Plan
6
Project Structure Approach
[Replace this text with a description of how the project will be structured and what
approach will be used to manage the project.


7
8
What are the dependencies of the project?
How will you plan and manage the project?]
Project Team Organization Plans
Project Team Role
Project Team Member(s)
Responsibilities
[Role Title]
[Name(s)]
[Replace this text with a
description of the role
responsibilities.]
Project Milestones
Milestone
[Name of
document/reference]
Deliverable
[Description with available hyperlinks]
Page 6
TopGear Corporation Project Charter
Project Name: GPS Tracking System
Project Description: development of the GPS Tracking System
Department(s): Design, Testing and Production
Focus Area: Design, Increase Production, Reduce Waste
Product/Process: GPS Tracking System
Schedule: 8-12 months
Estimated Budget: $500,000 – $1,000,000
Current Date:
Project Stakeholders
Document Owner(s):
Stakeholders
Project/Organizational
Title
Internal or External
Mike Green
Overall Project Manager
Internal
Jerry Lawson
IT Manager
External
Melissa Grant
Engineer/Communications
Manager
Internal
Sara Jenkins
Assistant Engineer
Manager
External
Jim Young
Project Team Member
External
Liz Komora
Associate
External
Martin Titi
Vendor
Internal
Rita Tatu
Team Member
Internal
Stakeholder Description:
Stakeholder
Role
Name
Level
(high/mid/low)
Subject Matter
Expert
Sponsor
Thomas Bray
Middle
Expert
Sponsor
Richard Brayson
High
Expert
Client
Fausta Liz
Low
Expert
Client
Linda Pablo
High
Expert
Page 1
Project
Manager
Mike Green
High
Expert
Associate
Liz Komora
Low
Expert
Team member
Tim Young
High
Expert
Team member
Rita Tatu
High
Expert
Vendor
Martin Titi
Low
Expert
Page 2
Mike Green the overall Project Manager is qualified with an MSM in project
management and a BS in electrical engineering as well as 6 years with the
company. He is a technician who previously worked in the public relations and
marketing department who has also done a lot of hands-on electrical work and
testing. He is an internal stakeholder. He is involved in the whole company’s
project formulation including strategies to improve it. He reports to the CEO of
the company.
Jerry Lawson is the IT Manager for this project as he holds a degree in MS in
computer science including several IT certifications as well as 6 years with the
company with relations to experience. He is an external stakeholder. Reports to
the Overall Project Manager and his duties include security in the IT department
and ensuring there is a reliable IT source of information.
Melissa Grant holds an MBA and a BS in electrical engineering and has also
been with the company for 4 years. She has done business analysis, quality
assurance, and risk management with an addition of an engineering background.
She is the engineer/communications manager since she is familiar with the two
backgrounds. She is an internal stakeholder. Her duties include the conduction of
a business SWOT analysis whenever necessary and assuring quality assurance
for clients. She reports also to the project manager.
Sara Jenkins is the marketing manager as she has a lot of procurement and
acquisition experience as well as an engineering background. She is an external
stakeholder. Her duties include creating a new brand for the company to achieve
the marketing goals after the poor feedback of sales from clients around. She
reports to the Projects Manager
Jim Young currently serves as a department supervisor for two business units.
Prior to this role, he worked as an electrical engineer for the company. He has
worked on many of the development projects as a team leader and helped to
innovate some of the company’s existing devices. People in his business units
speak highly of his leadership and coaching style. He is a project team member
and an external stakeholder. He also reports to the project manager.
Page 3
1
PROJECT CHARTER PURPOSE
The main purpose of the project charter is to primarily define the scope, goals, as well as
deliverables that will enhance requirements that will measure the success of the project.
Also, the charter will be used in defining the stakeholders of the project and agreements
for providing proper delivery of the final product. By use of the project charter, the
project manager can definitely educate the team members about the responsibilities they
should undertake and be able to justify the allocation of project resource. Through
defining the objectives, the project charter will also enhance a foundation of
documentation of other projects, such as budget (Kerzner, 2013).
2
PROJECT EXECUTIVE SUMMARY
The project executive summary is based on the GPS tracking system project. The
tracking system has been designed for creating a new GPS product with minimal impact
on the product of other products and the corporate culture. For it to be successful, it is
important to be committed in the project management. The scope of the project has
extended to other functions which are involved in producing the product. The
assumptions of the project are that there are marketing data and research that will make
the product a viable possibility. The risk involved in this case is that the product to be
developed will prove it to be unfeasible. The estimated cost is 500,000 to 1000000
dollars. The timeline for the project will be 8-12 months; however, there may be unseen
legal entanglements that might extend the timeline. The approach is based on in house
with the final production to be outsourced to a Chinese manufacturer (Kerzner, 2013).
Page 4
3
PROJECT OVERVIEW
The project undertaken is to be considered for the purpose of gaining back market share
that has been taken my cheaper competitors. The high competition in the market place
has led to lower prices as compared to the sale of products, thus, development of better
methods of production for new product will contribute in saving. Customer expectations
has also increased due to recent recession in combination to new market entries which
have led to innovation of new technologies that have threatened the strategies in the
market. The other factor that should be considered is the recent dissolution of TGC’s
largest supplier and the increased cost of alternative suppliers. The project will as well
contribute to other research to be carried into supplier options and product methods that
will be translated into other product lines.
4
PROJECT SCOPE
4.1
Goals and Objectives
Goals



4.2
Objectives
Improving production
Increase usability
Reducing the cost of the
product



Increase production by 5\%
Design for use in different configurations
Reduce waste manufacturing by 10\%
Departmental Statements of Work (SOW)
Departmental SOW
Owner/Prime
Due Date/Sequence
Design
Jerry Lawson
Final week of feasibility
analysis
Page 5
Testing
Mike Green
Two weeks after
design proposal
Production
Sara Jenkins
Final week of the
design phase
4.3
Organizational Impacts
Impact to and Participation of
Organization
Organization
Investment bank association
This is used for providing loans for
TGC
TopGear Corporation
Directs the projects as well as
supporting it
U.S Government
Sets GPS regulations that are
needed to be followed
4.4
Project Deliverables
Milestone
Deliverable
1. Regulatory approval submission



Final proposal
Initial meeting notes
Draft submission
2. Product Testing Certification



Execution of testing procedure
Installation of testing apparatus
Submission to testing procedure
3. Manufacturing partnership
formation



Final contract agreement
Request for proposal
Statement of work
4.5
Deliverables Out of Scope
This includes any extra factors that do not align with the needs of the project deliverable,
such as data storage, and security. Other factors are environmental factors that do not
align with the scope of the project.
Page 6
4.6
Project Estimated Costs and Duration
Date
Estimate
Deliverable(s)
Included
Submission for
regulatory approval
12/5/2016
Initial meeting notes
Final proposal
Medium
Product testing
certification
12/20/16
Execution of testing
procedures
Installation of testing
apparatus
High
Formation of
manufacturing
partnership
12/30.16
Final contract
agreement
Request for proposal
low
Project Milestone
5
PROJECT CONDITIONS
5.1
Project Assumptions
Confidence Level
 There exist demand for the project
 TGC is able to produce such product
 There is an existence of the product
5.2
Project Issues
Priority Criteria
1 − High-priority/critical-path issue; requires immediate follow-up and
resolution.
2− Medium-priority issue; requires follow-up before completion of next
project milestone.
3− Low-priority issue; to be resolved prior to project completion.
4 − Closed issue.
Page 7
# Date
Owner
Description
Statues and Resolution
1 12/21/2016 2
Ryan
Inadequate
communication
Is been resolved at the
moment
2 12/31/2016 1
Doug
Philips
Confirmation is
Has been assigned to
required based on Ryan who will required to
the status of the
create a report soon
project
5.3
Priority
Project Risks
#
Risk Area Likelihood Risk Owner
1
Final sale
2
Failure of
Technology
3
Change of
legislation
Project impact and mitigation plan
Medium
Dough Philips
Incorporating the new product by meeting
the deadline
Low
Jerry Lawson
Conducting preliminary research will ease
the project
High
Melisa Grant
Experienced team will be assigned in
monitoring the regulations that occur in the
government.
Page 8
References
Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling,
and Controlling. John Wiley & Sons. Retrieved from
http://wow.coursesmart.com/9781118022276
Page 9
1
STAKEHOLDER ANALYSIS
Stakeholder Analysis
Stephen Smith
Project Management Process in Organization
Professor James Velic
Colorado Technical University
November 22, 2016
STAKEHOLDER ANALYSIS
2
Stakeholder Analysis
According to Cuppen (2016), the first step taken in the process of analyzing the
stakeholders for the company is the identification of the participants including their duties. Mike
Green the overall Project Manager is qualified with an MSM in project management and a BS in
electrical engineering as well as 6 years with the company. He is a technician who previously
worked in the public relations and marketing department who has also done a lot of hands-on
electrical work and testing. He is an internal stakeholder. He is involved in the whole company’s
project formulation including strategies to improve it. He reports to the CEO of the company.
Jerry Lawson is the IT Manager for this project as he holds a degree in MS in computer
science including several IT certifications as well as 6 years with the company with relations to
experience. He is an external stakeholder. Reports to the Overall Project Manager and his duties
include security in the IT department and ensuring there is a reliable IT source of information.
Melissa Grant holds an MBA and a BS in electrical engineering and has also been with the
company for 4 years. She has done business analysis, quality assurance, and risk management
with an addition of an engineering background. She is the engineer/communications manager
since she is familiar with the two backgrounds. She is an internal stakeholder. Her duties include
the conduction of a business SWOT analysis whenever necessary and assuring quality assurance
for clients. She reports also to the project manager (Chevalier, 2016).
Sara Jenkins is the marketing manager as she has a lot of procurement and acquisition
experience as well as an engineering background. She is an external stakeholder. Her duties
include creating a new brand for the company to achieve the marketing goals after the poor
STAKEHOLDER ANALYSIS
3
feedback of sales from clients around. She reports to the Projects Manager. Jim Young currently
serves as a department supervisor for two business units. Prior to this role, he worked as an
electrical engineer for the company. He has worked on many of the development projects as a
team leader and helped to innovate some of the company’s existing devices. People in his
business units speak highly of his leadership and coaching style. He is a project team member
and an external stakeholder. He also reports to the project manager (Frese et al., 2016).
According to Cuppen (2016), the second step is drawing a stakeholder analysis template
which will be of help to these players. The template should include some very important details
which include ways of meeting their needs, ways of identifying players with high interest and
influence as well as the ones with low interest and influence. It also includes ways of showing
considerations to players with low influence and interest. This will enable a company to have the
most desirable stakeholders with reliable outcomes of results as the whole process is practical.
Finally, the assessment or evolution takes place where by it is a process that helps a company to
make decisions as to who should be eliminated and who should remain. At this level, no more
considerations are presented as the final decision has already been made for purposes of meeting
the goals of the organization (Chevalier, 2016).
STAKEHOLDER ANALYSIS
4
References
Chevalier, J. M. (2016). Stakeholder analysis and natural resource management.
Cuppen, E. (2016). 15 Stakeholder Analysis. Foresight in Organizations: Methods and Tools,
208.
Frese, L., Palmé, A., Neuhaus, G., Bülow, L., Maxted, N., Poulsen, G., & Kik, C. (2016). 36 On
the Conservation and Sustainable Use of Plant Genetic Resources in Europe: A
Stakeholder Analysis. Enhancing Crop Genepool Use: Capturing Wild Relative and
Landrace Diversity for Crop Improvement, 388.
Scenerio
Problem-Based Learning (PBL) Scenario: TopGear Corporation (TGC)
Company Biography
TopGear Corporation (TGC) is a large, established company in the manufacturing industry. It is based in northern
Chicago, IL and employs over 300 workers locally. Its current Chief Executive Officer (CEO) and Chairman of the
Board, Sam Ryder, founded the company back in 1994 with his wife, Gloria Ryder. Gloria has served as the
company’s chief financial officer (CFO) since it was founded. Both Sam and Gloria graduated from the #1 ranked
MBA program in the country and bring a lot of corporate experience to the business. Sam was a vice president and
served as a senior engineer at another company for many years before deciding to venture off to start TGC with his
wife.
The company is known for manufacturing electronic equipment and safety devices for cargo ships and trains, as
well as for the shipyards and train stations that operate and maintain them. Their electronic products include
software and specialized global positioning systems (GPS) for cargo- and ticket-scanning devices. TGC also
manufactures safety monitoring devices that detect hazardous weather, equipment malfunctions, and specialized
fire and smoke alarms. The workforce is comprised mostly of engineers, technologists, programmers, and
computer specialists. They also work closely with several large vendors in the United States and outsource their
customer service department to India and China.
Problem
The company has a loyal customer base throughout the United States and is known for its personalized service and
quality devices. Because of the recession, TGC has had to make some difficult choices. A large percentage of its
customers have had to reduce the number of orders and shorten the length of their maintenance and servicing
contracts, which involves updating and fixing devices and software. The cities and private companies that operate
the shipyards and train stations have experienced significant budget cuts and layoffs. The companies that build
these cargo ships and trains are also dealing with similar problems because their largest customers are cities and
private companies. In addition, there are new companies entering the marketplace offering cheaper electronic
equipment and safety devices.
Opportunity
To survive the recession, the Sam and Gloria have decided to diversify their product line. They are in desperate
need of a brand new device that will set them apart from their competition. After conducting mock interviews with
some of their customers and completing market research, TGC has decided to focus its attention on developing a
new GPS cargo tracking system device that can be used for both ships and trains. The GPS will produce a stronger
signal and will be more portable, durable, and cheaper than their competitors. They have asked Jim Young, a rising
star at the company, to take on the role of project manager to lead a team of five people from different
departments to create a prototype of the new GPS cargo tracking system device.
Jim Young currently serves as a department supervisor for two business units. Prior to this role, he worked as an
electrical engineer for the company. He has worked on many of the development projects as a team leader and
helped to innovate some of the company’s existing devices. People in his business units speak highly of his
leadership and coaching style. Though Jim has worked on project teams and supervised functional departments,
he has never acted as the project manager before. He knows there are a lot of moving parts in managing a project.
He is worried about his ability to lead a new team of people with whom he has never worked. He is concerned
about his lack of experience and knowledge to manage the entire life cycle of a project from start to finish and
within budget and scope. In previous projects, he remembers Sam and Gloria having differences in budget, scope,
and resource allocation, which caused a lot of confusion among the project team members and vendors. Jim is also
concerned that their personal relationship will interfere in this project.
You will be working with Jim Young as a project team member with four other professionals in the company. You
have only worked at TGC for 4 years in the electric engineering department. Prior to your tenure at TGC, you
worked as an associate project manager for an engineer firm on the West Cost. You have worked on many
different projects and are familiar with project management terms, methodologies, tools, and techniques. You
earned several certifications relating to project management and have an MBA in logistics. You have never worked
with Jim Young or anyone else on the team, but you are very excited about the opportunity to make a difference.
Additional Information: After several meetings, the stakeholders have been identified and duties have
been clearly defined. You and the rest of the team have been meeting to brainstorm the best way to execute
this new project. You are questioning whether or not the current organizational structure is strong enough to
support this new project. You have some concerns about how the team intends to execute the project plan
within the current organizational system. During one of the brainstorming meetings, Jim voices his concerns.
“These brainstorming session are good.” says Jim. I think we need should talk about how our current
organizational structure will fit into this plan.
“Do we have a current organization structure outlining job responsibilities?” asks Melissa.
“Thats a great place to start, but how do we know if our current system will work for this new project?
asks Sara.
Sara is right, you say. We should do an assessment of our internal organizational system, and look at any
environmental factors that will impact the organization.
We should also address areas that may stall the project due to bureaucracy and red tape, Jim says.
Thats right, you say. We should include all of the organizational process assets at our disposal as well.
During the meeting, you start to use the white board to write down all the issues that are being discussed.
After the meeting is over, you draft a summary of your white board notes. You send the summary to all the
team members with your thoughts on assessing the organizational system, examples of enterprise
environmental factors in the company and a list of organizational process assets that influence the project

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