Design Prototypes Inc. Project Management (C): When Management Decides to Shorten a Project Schedule
Patricia A. Lapoint, Carrol R. Haggard · Journal of the International Academy of Case Studies · 2015
DESIGN PROTOTYPES INC. PROJECT MANAGEMENT (C): WHEN MANAGEMENT DECIDES TO SHORTEN A PROJECT SCHEDULERaef Conley's tenth year at Design Prototypes, Inc., has been challenging, but largely enjoyable. Raef is leading his first major project team. He has assembled a highly qualified, diverse yet cohesive team and has the full support of his boss on the project, the regional Electrical Engineering (EE) Director, Wright. It has been almost 6 months since the Alpha C306 project was 'green lighted' by top management. Raef and other members of the project team have met several times during those 6 months to track the progress of the project activities and from Raef's perspective, the team works well together and is still highly motivated.Initially the project was envisioned as taking a year and a half (548 days) to complete. However, Raef and his team had developed a Work Breakdown Schedule (WBS) that projected completion in 515 days, giving the team 33 days of slack time to complete the schedule. Developing a 515 day plan was a very fortunate decision, since at this point the project is in the concluding stage of activity K (product testing) and due to unforeseen delays the 33 days of slack have been expended. Thus the team is using the 515 day WBS for the just under one year remaining to complete the project.Raef's boss, Wright, asked Raef to stop by his office before work on Friday for a brief conversation about the project. Raef knew that nothing good could come from a meeting with his boss on Friday, the thirteenth. He would not be disappointed.Jonathon: for dropping by before work. only have a few minutes as have an 8:00 meeting with top brass, so will get right to the point. you expedite the Alpha C306 project completion date by a month, preferably two?Raef: Is there a reason for the reduction?Jonathon: There are a couple of reasons. First, one of our major clients is requesting as much lead time as possible so that they can market the product for the upcoming lucrative Christmas season. Second, there are rumors that Expert Electronics Design Solutions (EEDS) our chief competitor is working on a similar product. You obviously recognize the importance of our beating them to the market.Raef nodding in agreement asked: Can you confirm the accuracy of the rumors?Jonathon: The information comes from Simon Wright who had overheard two EEDS executives talking after a round of golf at the country club.Following a long pause, added I have some additional information for you. It seems that since over hearing this information, Simon had been talking to his dad (VP of Engineering Thomas Wright) about the project. As you will remember, Simon was one of your finalists in selecting the original team. It seems that Simon, who was very upset at not being selected for the project, has been closely following the project and has convinced his dad that not only would being a part of the project advance his career, but that due to his connections and background, he could make valuable contributions to the project. Thomas agrees and while he is not demanding that Simon be placed on the team, he is suggesting that you give it strong consideration.Raef: What do you think that should do?Jonathon: I know my big brother, and once he makes up his mind, he is pretty inflexible. 'Strong consideration' means that, if it were me and had any hopes of remaining in charge of this project not to mention having any future with this company, would add Simon to the team. But, ultimately, it is your choice.Raef: OK, Thanks for your candor. will add Simon ... Jonathon interrupting: I think that is a wise decision. Quite frankly, Thomas has some concerns about your ability to lead this project.Raef: Oh, really.Jonathon: Yes. He has been following the team's progress very closely, more closely than any of the other projects in development. …