Corwin Corporation Analysis
TABLE OF CONTENTS
EXECUTIVE SUMMARY 2 INTRODUCTION 3 CASE ANALYSIS 4 1. Project Selection 4 1.1 Poor Project Selection 4 1.2 Proposal Preparation 5 1.3 Contract Negotiation 5 1.4 Risk Management Ignored 6 1.5 Project Kickoff Meeting 6 1.6 Change Management 7 2 Lack of Management Support 8 2.1 Organisational Structure and Culture 8 3 Poor Communication 9 CONCLUSIONS 10 RECOMMENDATIONS 10 REFERENCES 11
EXECUTIVE SUMMARY
The purpose of this of document is to analyze the factors that led to the Corwin’s project failure. Corwin Corporation’s relationship with a good customer, Peters Company was strained because of Corwin’s failure to follow their management policies. A fixed-price contract was signed without proper risk analysis, the was no evidence of a project plan and the situation was made worse by the lack of support from management. This report discusses the failures in project selection, lack of executive support and communication breakdown, all of which lead to the project being terminated by the client.
INTRODUCTION
Corwin Corporation accepted a project which was outside their scope of work from Peters Company to develop a specialty product. They accepted the assignment based on a rough draft and without analyzing the risks and thus leading to the project being later terminated by Peters Company and jeopardizing their long-standing good relationship with the client. The project started before the contract was signed. Corwin’s failure could be attributed to a number of errors that were made on accepting this assignment. A number of important factors like the management policy, were completely ignored.
Corwin agreed on a fixed-price 5-year contract based on a rough draft, no proper analysis was done and the scope was unclear. This meant that Corwin would be responsible for any cost overruns incurred. It is never advisable to accept a fixed-price contract without determining the client’s needs and whether
EXECUTIVE SUMMARY 2 INTRODUCTION 3 CASE ANALYSIS 4 1. Project Selection 4 1.1 Poor Project Selection 4 1.2 Proposal Preparation 5 1.3 Contract Negotiation 5 1.4 Risk Management Ignored 6 1.5 Project Kickoff Meeting 6 1.6 Change Management 7 2 Lack of Management Support 8 2.1 Organisational Structure and Culture 8 3 Poor Communication 9 CONCLUSIONS 10 RECOMMENDATIONS 10 REFERENCES 11
EXECUTIVE SUMMARY
The purpose of this of document is to analyze the factors that led to the Corwin’s project failure. Corwin Corporation’s relationship with a good customer, Peters Company was strained because of Corwin’s failure to follow their management policies. A fixed-price contract was signed without proper risk analysis, the was no evidence of a project plan and the situation was made worse by the lack of support from management. This report discusses the failures in project selection, lack of executive support and communication breakdown, all of which lead to the project being terminated by the client.
INTRODUCTION
Corwin Corporation accepted a project which was outside their scope of work from Peters Company to develop a specialty product. They accepted the assignment based on a rough draft and without analyzing the risks and thus leading to the project being later terminated by Peters Company and jeopardizing their long-standing good relationship with the client. The project started before the contract was signed. Corwin’s failure could be attributed to a number of errors that were made on accepting this assignment. A number of important factors like the management policy, were completely ignored.
Corwin agreed on a fixed-price 5-year contract based on a rough draft, no proper analysis was done and the scope was unclear. This meant that Corwin would be responsible for any cost overruns incurred. It is never advisable to accept a fixed-price contract without determining the client’s needs and whether
References: James P. Clements & Jack Gido. 2007. Effective Project Management. 5th Edition. South-Western: Cengage Learning. Harold Kerzner, PHD. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Seventh Edition. USA: John Wiley & Sons Inc. PMBOK® Guide . 2008. A Guide to the Project Management Body of Knowledge. Fourth Edition. USA: Project Management Institute.