sharp printing, ag (portfolio project)
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Sharp Printing, AG(Portfolio Project)
By: Bruce Kastner
August 18, 2013
+Introduction:
This portfolio project was based on the textbook scenario on pages 149-151, Sharp Printing, AG.
This presentation is from the fictional perspective of a team working to assist the project as a hired consultant.
(Kastner, 2013, p. 1-17),
+About Sharp Printing
Printer Manufacturer
Senior management has indicated a new project will be undertaken that will save the company and promises rewards to emplyees
(Kastner, 2013, p. 3-4) (Larson and Gray, 2011, p. 150)
+Printer Project Purpose & Scope
Design and produce a printer for consumer and small business To retail for less than $200 Budget has been set by senior management New R&D needed
(Kastner, 2013, p. 3-4) (Larson and Gray, 2011, p. 249-250)
+Project Limits & Exclusions
Budget cannot be exceeded
Schedule must be adhered to
New R&D will be required
(Kastner, 2013, p. 3-4)
+What Needed to Happen
Bottom-up approach in regards to budget and schedule
Improve senior leadership information flow
Project manager inputs
Design Team technological concerns
(Kastner, 2013, p. 5)
+Project Constraints
Budget
Schedule
Technological Constraints
(Kastner, 2013, p. 5-6)
+Resources Required
Budget
R&D
Marketing
Design
Production and assembly
(Kastner, 2013, p. 7)
+Resource Responsibility
+Timeline
+Costs
+Return on Investment
Extreme importance placed on adherence to budget
Use NPV calculations to determine project value
(Kastner, 2013, p. 11-13)
+Risk Assessment
+Risk Assessment (cont.)
+Tracking Progress
Use various controls to focus efforts & inform stakeholders
Use if cybernetic controls
Go/No Go controls
Post control
Use of Milestones
(Kastner, 2013, p. 15-16)
+Conclusion / Summary
Current situation
What needed to occur
Constraints
Resources required
Resource responsibility
Project timeline
Costs
Return on investment
Risk assessment
Tracking progress(Kastner, 2013, p. 1-17)
+Bibliography
Brealey, R. A., Myers, S. C., & Allen, F. (2011). Principles of Corporate Finance (10th ed.). New York, NY: McGraw-Hill Irwin.
Ferrell, Fraedrich, Ferrell (2008). Business Ethics. Houghton Mifflin Company
Ford, D. N., & Bhargav, S. (2006). Project management quality and the value of flexible strategies. Engineering, Construction and Architectural Management, 13(3), 275-289. doi:http://dx.doi.org/10.1108/09699980610669697
+Bibliography (cont.)
Larson, Erik W., Gray, Clifford F. (2011). Project Management: The Managerial Process. McGraw-Hill/Irwin. New York, NY.
Mathur, G., Jugdev, K., & Fung, T. S. (2013). Project management assets and project management performance outcomes. Management Research Review, 36(2), 112-135. doi:http://dx.doi.org/10.1108/01409171311292234
Murphy, A., & Ledwith, A. (2007). Project management tools and techniques in high-technology SMEs. Management Research News, 30(2), 153-166. doi:http://dx.doi.org/10.1108/01409170710722973
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