1) Hydrobuck Hydrobuck is a medium-sized producer of petrol-powered outboard motors. In the past, he was has successfully manufactured and marketed motors in the 3 to 40 horsepower range. Executives at hydrobuck are now interested in larger motors and would eventually like to produce motors in the 50 to 150 horsepower range. The internal workings of the large motors are quite similar to those of the smaller motors. However, large, high-performance outboard motors require power trim. Power trim is simply a hydraulic system that enables the outboard motor to move up and down on boat transom. Hydrobuck cannot successfully market the larger outboard motors without designing a power trim system to complement the motor. The company is financially secure and is the leading producer of small outboard motors. Management has decided that the following objectives need to be met within the next two years: 1. Design a quality power trim system. 2. Design and build the equipment to produce such a system effectively. 3. Develop the operations needed to install the system on the outboard motor. The technology, facilities, and marketing skills necessary to produce and sell the larger motors already exist within the company.
Question
i) What alternative types of project organization would suit the development of the power trim system?
ii) Which would be the best?
iii) Discuss your reasons for selecting this type of organization.
2) Shaw's strategy Colin Shaw has been asked to act as an accounting project manager for the second time this year. Although he enjoys the challanges and opportunity for personal development which the job may give him,He dreads the interpersonal problems assciated with the position. Sometimes he almost feels like a babysitter handing out assignments, checking on progress, and making sure everyone is doing his or her own share. Recently Colin read an article that recommended a very different approach for the project manager in supervising and controlling team members. Colin thought this was a useful idea and decided to try it on his next project. The project in question involved making a decision on whether or not to implement an activity-based costing (ABC) system throughout the organization. Collin has once been the manager in charge of implementing a process costing system in this same division, so he felt very comfortable about his ability to lead the team and resolve this question. He defined the objective of the project and detailed all the major tasks involved, as well as most of the subtasks, by the time the first meeting of the project team took place. Colin felt more secure and direction of the project that he had at the beginning of any of his previous projects. He had specifically defined objectives and tasks for each team member and had assigned completion dates for each task. He had even made up individual contracts for each team member to sign an indication of their commitment to completion of the assigned tasks by the dates detailed in his schedule. The meeting went very smoothly, with almost no comments from team members. Everyone picked up a copy of his or her contract and went off to work on the project. Colin was extremely pleased about the success of this new approach.
Question
i) Do you think that he will feel the same way six weeks from now?
ii) Compare this new approach with his previous approach.
Please I would like the project managent experts like you to help me resolve this problem. If possible I would like to receive reply a day or two. Thanks