CIMECT Case Study

14 Pages 3580 Words

nificantly impact performance of the CIMECT team.
Within CIMECT, two related structural issues severely threaten the success of the project: change management and communications. There are many examples within the memorandums received by Pam that indicate divisions are all making changes to the project without consulting other division or seeking authorization to make the change. Examples include, but are not limited to: an informal test plan, incorporating customer suggested enhancements, hardware changes, customer interface, design changes, and material approval limits. Furthermore, the changes are not being relayed to other divisions after implementation. The impact is that divisions are behind with planning to accommodate the change and additional changes are required by other divisions to comply with the new design. These changes clearly indicate that communications within the project are severely deficient and that Pam, as project manager, does not have control of the project. Individual functional mangers are in charge of their own areas and do not feel subordinate to Pam.
Contributing to the problems internal to the project, the assignment of a customer representative further complicates the situation. The concerns expressed by the customer are valid, and a customer representative may be appropriate in this situation, however, a specific plan should be developed to incorporate the representative with regard to who should interact with the representative and who is authorized to make changes suggested by the representative. So far, the impact of having the customer representative is the schedule has been delayed to make changes and costs have increased associated with the changes. The specific role of the customer representative within the CIMECT development team must be identified and agreed upon by the customer and Sieron employees.
The priority for resolving the structural issues should be to ensure the CIMECT project wil...