My Private Mentor
My Private Mentor

We offer private tutoring and mentoring on research work

order
Average score 4.97 out of 5 based on 836 opinions

we offer gifts to our paper help customersPayment Methods

you can request our services and pay via paypal

we offer gifts to our paper help customersOur Guarantees

  1. Zero plagiarism.
  2. 100% confidentiality.
  3. FREE Reference page
  4. High Quality papers
  5. 24/7 Customer support

Our Testimonials Testimonials

I ordered a 7 page college essay and was delivered on time. Thank you guys I will definitely order again!

9.5
, FL

Our statisticsOur Statistics

  • Orders Completed todate 72387

  • Number of writers 500

  • Satisfied customers 99.7%

  • Returning customers 92.3%

  • Orders placed today 87

Trophy Case


Need an essay written by an expert? Click order now below to place an order.

Read and analyze “The Trophy Case”.

Draft responses to the questions printed at the end of the case study. Your paper should discuss the following:
•The scenario presented (What occurred?)
•Synthesized responses to the case questions
•Analysis of the causes of the scenario
•Recommendations for managing similar situations in the future
Assignment Criteria
-Presented the case scenario.
-Synthesized responses to the case questions.
-Provided an analysis of the causes of the scenario.
-Provided recommendations for managing similar situations in the future.
THE TROPHY PROJECT
The ill-fated Trophy Project was in trouble right from the start. Reichart, who had been an assistantproject manager, was involved with the project from its conception. When the Trophy Project was accepted by the company, Reichart was assigned as the project manager. The program schedules started to slip from day one, and expenditures were excessive. Reichart found that the functionalmanagers were charging direct labor time to his project but working on their own “pet”projects. When Reichart complained of this, he was told not to meddle in the functional manager’s allocation of resources and budgeted expenditures. After approximately six months, Reichart wasrequested to make a progress report directly to corporate and division staffs.
Reichart took this opportunity to bare his soul. The report substantiated that the project was forecasted to be one complete year behind schedule. Reichart’s staff, as supplied by the linemanagers, was inadequate to stay at the required pace, let alone make up any time that had already been lost. The estimated cost at completion at this interval showed a cost overrun of at least 20 percent. This was Reichart’s first opportunity to tell his story to people who were in a position to correct the situation. The result of Reichart’s frank, candid evaluation of the Trophy Project was very predictable. Nonbelievers finally saw the light, and the line managers realized that they had a role to play in the completion of the project. Most of the problems were now out in the open and could be corrected by providing adequate staffing and resources. Corporate staff ordered immediate remedial action and staff support to provide Reichart a chance to bail out his program.
The results were not at all what Reichart had expected. He no longer reported to the project office; he now reported directly to the operations manager. Corporate staff’s interest in the project became very intense, requiring a 7:00 A.M. meeting every Monday morning for complete review of the project status and plans for recovery. Reichart found himself spending more time preparing paperwork, reports, and projections for his Monday morning meetings than he did administering the Trophy Project. The main concern of corporate was to get the project back on schedule. Reichart spent many hours preparing the recovery plan and establishing manpower requirements to bring the program back onto the original schedule. Group staff, in order to closely track the progress of the Trophy Project, assigned an assistant program manager. The assistant program manager determined that a sure cure for the Trophy Project would be to computerize the various problems and track the progress through a very complex computer program. Corporate provided Reichart with twelve additional staffmembers to work on the computer program. In the meantime, nothing changed. The functional managers still did not provide adequate staff for recovery, assuming that the additional manpower Reichart had received from corporate would accomplish that task.
After approximately $50,000 was spent on the computer program to track the problems, it was found that the program objectives could not be handled by the computer. Reichart discussed this problem with a computer supplier and found that $15,000 more was required forprogramming and additional storage capacity. It would take two months for installation of
the additional storage capacity and the completion of the programming. At this point, the decision was made to abandon the computer program.
Reichart was now a year and a half into the program with no prototype units completed.The program was still nine months behind schedule with the overrun projected at 40 percent of budget. The customer had been receiving his reports on a timely basis and was well aware of the fact that the Trophy Project was behind schedule. Reichart had spent a great deal of time with the customer explaining the problems and the plan for recovery. Another problem that Reichart had to contend with was that the vendors who were supplying components for the project were also running behind schedule.
One Sunday morning, while Reichart was in his office putting together a report for the client, a corporate vice president came into his office. “Reichart,” he said, “in any project I look at the top sheet of paper and the man whose name appears at the top of the sheet is the one I hold responsible. For this project your name appears at the top of the sheet. If you cannot bail this thing out, you are in serious trouble in this corporation.” Reichart did not know which way to turn or what to say. He had no control over the functional managers who were creating the problems, but he was the person who was being held responsible.
After another three months the customer, becoming impatient, realized that the Trophy Project was in serious trouble and requested that the division general manager and his entire staff visit the customer’s plant to give a progress and “get well” report within a week. The division general manager called Reichart into his office and said, “Reichart, go visit our customer. Take three or four functional line people with you and try to placate him with whatever you feel is necessary.” Reichart and four functional line people visited the customer and gave a four-and-a half-hour presentation defining the problems and the progress to that point. The customer was very polite and even commented that it was an excellent presentation, but the content was totally unacceptable. The program was still six to eight months late, and the customer demanded progress reports on a weekly basis. The customer made arrangements to assign a representative in Reichart’s department to be “on-site” at the project on a daily basis and to interface with Reichart and his staff as required. After this turn of events, the program became very hectic.

The customer representative demanded constant updates and problem identification and then became involved in attempting to solve these problems. This involvement created many changes in the program and the product in order to eliminate some of the problems. Reichart had trouble with the customer and did not agree with the changes in the program. He expressed his disagreement vocally when, in many cases, the customer felt the changes were at no cost. This caused a deterioration of the relationship between client and producer. One morning Reichart was called into the division general manager’s office and introduced to Mr. “Red” Baron. Reichart was told to turn over the reins of the Trophy Project to Red immediately. “Reichart, you will be temporarily reassigned to some other division within the corporation.I suggest you start looking outside the company for another job.” Reichart looked at Red and asked, “Who did this? Who shot me down?”
Red was program manager on the Trophy Project for approximately six months, after which, by mutual agreement, he was replaced by a third project manager. The customer reassigned his local program manager to another project. With the new team the Trophy Project was finally completed one year behind schedule and at a 40 percent cost overrun.
Questions: 1. Did the project appear to be planned properly? 2. Did functional management appear to be committed to the project? 3. Did senior management appear supportive and committed? 4. Can a singular methodology for project management be designed to “force” cooperation to occur between groups? 5. Is it p

Need a Professional Writer to Work on this Paper and Give you Original Paper? Click order now button below


proceed to order




Please fill in the fields to calculate your price.
Total:
Type of Service:
Subject:
Academic Level:
Number of Pages:
Number of Sources:
Spacing:
Deadline:



NEED TO MAKE AN ORDER? HERE IS HOW IT WORKS

order-process

Need an answer from similar question?Click here and get a solution now

order You have just landed to the most confidential, trustful essay writing service to order the paper from. We have a dedicated team of professional writers who will assist you with any kind of assignment that you have. Your work is handled confidentially with a specific writer who ensures you are satisfied. Be assured of quality, unique and price friendly task delivered in good time when you place an order at our website. bannerWe have a team of dedicated writers with degrees from all spheres of study. We readily accept all types of essays and we assure you of content that will meet your expectations. Our staff can be reached  via live chat, email or by phone at any given time with prompt response.  

Prices starting at:

High school
Undergrad.(yrs 1-2)
Undergrad.(yrs 3-4)
Master’s
Doctoral
$10 / page
$10/ page
$12/ page
$15 / page
$17/ page

Note: The prices in the table above are applicable to orders completed within 14 days. Kindly see the full price table for more prices..

We urge you to provide as much information as possible to avoid many revisions. Set your deadline, choose your level, give payment information and relax while you track your work. We will deliver your paper on time. Are you in a quagmire and you are unable to complete your assignments? Do you doubt yourself on the quality of the essay you have written? Myprivatementor.com  is here to assist you. We will offer you unmatched quality that is plagiarism free. Place an order at myprivatementor.com  for guaranteed  high grades. order download

Place an Order

Type of Service:
Subject:
Academic Level:
Pages:
- +
Number of Sources:
Spacing:
Deadline: Price per page: $0
Total: $

Order Assignment

Buy Essay at Custom Paper Writing Help

Guarantee

Buy Essay