Reference no: EM132442518
A major national insurer decided to evolve new business development practices. The project to implement this idea started in 2000 and was led by a succession of key senior vice presidents (VPs) as part of their executive growth. Twelve years later, the organization had still not finished with its stated purpose due to changing requirements, new ideas, a succession of leaders, and executive ambivalence. This effort had all the appearance of a major strategic initiative-three hundred people, a "war room" with a great storyboard, and lots of spokespersons. Key staff members were quick to extol the great progress made. However, when the new CEO asked, "Why are we doing this?" there was no coherent answer.
Result: Within days, the entire program was scrapped. In less than a week, the project offices were vacant and phone calls went unanswered. When the project died, no one noticed except the executives who had been the project advocates. They were out of a job.
For the first part of your post, address the following question:
1. Analyze the root cause of this situation. There was a huge disconnect between project management and the organizational strategy and strategic direction in this scenario. How could this gap have been bridged?
2. Analyze the triple-constraints relationship among a project scope, cost, schedule, and quality. If quality is held constant and the scope is widened, what will happen to the cost and schedule?
3. Explain a WBS created for a project you have worked on. Did the team refer to the WBS while sequencing work and creating a risk plan? What was the outcome? If not, describe how the team determined tasks and sequencing. Evaluate the outcome. Cite additional challenges to a project that might result from poor work breakdown practices.
Cyber security and risk management
: Identify one cyberattack that occurred in the last 2 years. What caused the cyberattack? Do not repeat an example that has been posted previously.
|
Regarding divergent-thinking and convergent-thinking process
: Compare the experiences your colleagues shared regarding divergent-thinking and convergent-thinking processes and how culture influenced them.
|
Discuss LBGT groups or are there traits and characteristics
: Discuss LBGT groups or are there traits and characteristics , or other issues about the group you would be curious about, concerned about, or intimidated by?
|
Discuss findings that contradict for the humanities article
: Show the importance of your findings. For example, if the humanities is defined by using figurative, creative language, what does this say about this discipline
|
New business development practices
: A major national insurer decided to evolve new business development practices. Analyze triple-constraints relationship among a project scope, schedule-quality.
|
Describe the Hofstedes Cultural Dimensions
: Describe this group according the Hofstede's Cultural Dimensions.What are potential biases or stereotypes of this group?Who holds these particular stereotypes
|
Define value creation for customers and the components
: Define value creation for customers and components that can be used to determine value creation per unit. What does internal analysis help company to determine?
|
Analysis on HBCUs related to international marketing
: Analysis on Historically Black Colleges and Universities(HBCUs) related to international marketing.S.W.O.T. (strengths, weaknesses, opportunities, and threats)
|
Consulting skills should-make managing easier for clients
: Consulting skills should; make managing easier for clients, provide relevant knowledge and experience to clients,
|