oilwell cable company case solution
CASE
Raynal, W. “Teaming with Enthusiasm.” Auto-Week, May
4, 1992.
Royer, P. S. “Risk Management: The Undiscovered Dimension of Project Management.” PM Network, September
2000. An extended version of this article appears in Project
Management Journal, March 2000.
Sheffi, Y. The Resilient Enterprise. Cambridge, MA: MIT
Press, 2005.
Stamatis, D. H. Failure Mode and Effect Analysis: FMEA from Theory to Execution, 2nd ed. ASQ Quality Press, 2003.
Tennant, D. “PMO Failure: An Observation,” PM Network, October 2001.
227
Thamhain, H. J., and D. L. Wilemon. “Conflict Management in Project Life Cycles.” Sloan Management Review,
Summer 1975.
Tippet, D. D., and J. F. Peters. “Team Building and Project Management: How Are We Doing?” Project Management Journal, December 1995.
Ward, S. “Requirements for an Effective Project Risk Management Process.” Project Management Journal, September
1999.
Williams, G. “Implementing an Enterprise Project Management Solution.” PM Network, October 1997.
The following case describes an unusual organizational arrangement for an actual manufacturing firm. The company is largely run by the employees through teams. When projects are instituted, it is common to pass the idea through the relevant teams first, before any changes are made. However, not everything can be passed through all the teams that may be involved in the change, and this can be a source of trouble.
C
A
S
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OILWELL CABLE COMPANY, INC.
Jack R. Meredith
As Norm St. Laurent, operations manager for Oilwell
Cable Company, pulled his Bronco 4x4 onto Kansas’
Interstate 70, he heard on the CB about the traffic jam ahead of him due to icy road conditions. Although the traffic was moving some, Norm decided to get off at the eastern offramp for Lawrence, rather than the more direct western offramp, to save time. While waiting for the offramp to come up, Norm’s mind drifted back to his discussion with Bill Russell, the general manager,
on
Raynal, W. “Teaming with Enthusiasm.” Auto-Week, May
4, 1992.
Royer, P. S. “Risk Management: The Undiscovered Dimension of Project Management.” PM Network, September
2000. An extended version of this article appears in Project
Management Journal, March 2000.
Sheffi, Y. The Resilient Enterprise. Cambridge, MA: MIT
Press, 2005.
Stamatis, D. H. Failure Mode and Effect Analysis: FMEA from Theory to Execution, 2nd ed. ASQ Quality Press, 2003.
Tennant, D. “PMO Failure: An Observation,” PM Network, October 2001.
227
Thamhain, H. J., and D. L. Wilemon. “Conflict Management in Project Life Cycles.” Sloan Management Review,
Summer 1975.
Tippet, D. D., and J. F. Peters. “Team Building and Project Management: How Are We Doing?” Project Management Journal, December 1995.
Ward, S. “Requirements for an Effective Project Risk Management Process.” Project Management Journal, September
1999.
Williams, G. “Implementing an Enterprise Project Management Solution.” PM Network, October 1997.
The following case describes an unusual organizational arrangement for an actual manufacturing firm. The company is largely run by the employees through teams. When projects are instituted, it is common to pass the idea through the relevant teams first, before any changes are made. However, not everything can be passed through all the teams that may be involved in the change, and this can be a source of trouble.
C
A
S
E
OILWELL CABLE COMPANY, INC.
Jack R. Meredith
As Norm St. Laurent, operations manager for Oilwell
Cable Company, pulled his Bronco 4x4 onto Kansas’
Interstate 70, he heard on the CB about the traffic jam ahead of him due to icy road conditions. Although the traffic was moving some, Norm decided to get off at the eastern offramp for Lawrence, rather than the more direct western offramp, to save time. While waiting for the offramp to come up, Norm’s mind drifted back to his discussion with Bill Russell, the general manager,
on