Crosby Manufacturing Corporation Case Study
1047 words 5 pagesRunning head: CROSBY MANUFACTORING CORPORATION
Case Study Chapter 12 – Crosby Manufacturing Corporation
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 …show more content…
Even if Mr. Livingston had confidence in his abilities, that said nothing about his ability to lay out the necessary and detailed schedule needed for the project completion or even know what resources were needed to be successful.
Impact of Cost and Time Restraints
The three constraints of project management will almost always be competing with each other. If a team decides to enlarge the scope of a project, the time will become larger as well, along with the cost. If the time constraint is tighter, the scope may be reduced, but the costs will remain high. If the team should decide to tighten the budget, the scope will become smaller but the time will increase. To become skilled in project management, the project manager and their team must be capable of dealing with these constraints in a way that will allow them to successfully complete any project that they plan. This will have an impact on the kind networking techniques used and project schedules. Changes in projected costs to actual costs will in most instances stretch the length of time it takes to complete projects and at the same time determine the kinds of techniques to be employed.
Constraints that could Compromise Project Success Although there are many project constraints, these should not be barriers for successful project execution and for the effective decision-making. The main three interdependent constraints for