Dear Experts,
Please help me answer belowing questions.
It\'s so urgent
Thank you
1. What is the critical issue?
2. What can be done about it?
3. Can excellence in project management still be achieved and, if so how? What steps would you recommend?
4. Given the current noncooperative culture, how long will it take to achieve a good cooperative project management culture, and even excellence?
CLARK FAUCET COMPANY BACKGROUND By 1999, Clark Faucet Company had grown into the third largest supplier of faucets for both commercial and home use. Competition was fierce. Consumers would evaluate faucets on artistic design and quality. Each fauc et had to be available in at least twenty-five different colors. Commercial buyers seemed more interested in the cost than the average consumer, who viewed the faucet as an object of art, irrespective of price Clark Faucet Company did not spend a great deal of money advertising on the radio or on television. Some money was allocated for ads in professional journals. Most of Clark\'s advertising and marketing funds were allocated to the two-semiannual home and garden trade shows and the annual builders trade show. One large builder could purchase more than 5,000 components for the fumishing of one newly constructed hotel or one apartment complex. Missing an opportunity to display the new products at these trade shows could easily result in a six to twelve-month window of lost revenue CULTURE Clark Faucet had a noncooperative culture. Marketing and engineering would never talk to one another. Engineering wanted the freedom to design new products, whereas marketing wanted final approval to make sure that what was designed could be sold The conflict between marketing and engineering became so fierce that early attempts to implement project management failed. Nobody wanted to be the project manager. Functional team members refused to attend team meetings and spent most of their time working on their own \"pet\" projects rather than the required work. Their line managers also showed little interest in supporting project management. me so disliked that the procurement manager refused to assign any of his employees to project teams. Instead, he mandated that all project work come through him. He eventually built up a large brick wall around his employees. He claimed that this would protect them from the continuous conflicts HELPI OFFI
1. What is the critical issue?
After the carefully reading the article, it is clearly visible that it is a vibrant case of miscommunications or lack of communication between teams.
2. What can be done about it?
3. Can excellence in project management still be achieved and, if so how? What steps would you recommend?
4. Given the current noncooperative culture, how long will it take to achieve a good cooperative project management culture, and even excellence?
Looking at the current scenarios, the more time would require of the synchronized operation of the company. As quoted, the both teams should show interests in attending meeting before starting a new project.
The agenda and context of meeting should be crystal clear to eliminate future conflicts and furthermore, both teams should share the weekly status reports for the tenure of the repots. As mentioned, few projects are h 4-6 months; the successful implementation of project management would need 6 months for the positive outcome.
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