Assignment 3: Selling Executives on Project Management
Due Week 6 and worth 100 points
Read the Chapter 10 Case titled “Selling Executives on Project Management.” Write a one to two (1-2) page paper in which you:
- Analyze the fundamental reasons why the executives in the case refused to listen to their own employees but were willing to listen to a consultant. Discuss the main reasons why the executives still seemed apprehensive even after the consultant’s presentation.
- Imagine that you are the consultant from the case study. Speculate on three (3) strategies that you could employ to get the executives to understand your point of view and thus support your project management recommendations.
- Use at least three (3) quality references. Note: Wikipedia and other Websites do not quality as academic resources.
Your assignment must follow these formatting requirements:
- Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
- Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
SELLING EXECUTIVES ON PROJET MANAGEMENT (CASE STUDY)
Background
The executives at Levon Corporation watched as their revenue stream diminished and refused to listen to their own employees that were arguing that project management implementation was necessary for growth. Finally, the executives agreed to listen to a presentation by a project management consultant.
Need for Project Management
Levon Corporation had been reasonably successful for almost twenty years as an electronics component manufacturer. The company was a hybrid between project-driven and non-project driven businesses. A large portion of its business came from development of customized products for government agencies and private-sector companies around the world.
The customized or project-driven portion of the business was beginning to erode. Even though Levon’s reputation was good, the majority of these contracts were awarded through competitive bidding. Every customer’s request for proposal asked for a section on the contractor’s project management capability. Levon had no real project management capability. Since most of the contracts were awarded on points rather than going to the lowest bidder. Levon was constantly downgraded in the evaluation of the proposals because of no project management capability.
The sales and marketing personnel continuously expressed their concerns to senior management, but the concerns fell upon deaf ears. Management was afraid that their support of project management could result in a shift in the balance of power in the company. Also, whatever executive ended up with control of the project management function could become more powerful than the other executives.
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