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    Hyten Corporation PJM C Grp3

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    Isha Dwivedi
    Hytan Corporation is a manufacturer of automotive components founded in 1982 that also supplies the space program. It aims to implement a more formal project management system to improve coordination between departments, stay on schedule, reduce costs, and have a better working environment for employees. Doing so could face challenges like time delays, new expenses, and disagreement within the corporation. Stakeholders include managers, directors, employees, and customers. Dependencies include task completion times between functional departments and information exchange. Potential issues are employee resistance to change and misunderstandings between new project and existing functional managers. Risks involve missing milestones, failed implementation, increased workload, and hiring an unsuitable external or internal project manager.

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    Hyten Corporation PJM C Grp3

    Uploaded by

    Isha Dwivedi
    51 views9 pages
    Hytan Corporation is a manufacturer of automotive components founded in 1982 that also supplies the space program. It aims to implement a more formal project management system to improve coordination between departments, stay on schedule, reduce costs, and have a better working environment for employees. Doing so could face challenges like time delays, new expenses, and disagreement within the corporation. Stakeholders include managers, directors, employees, and customers. Dependencies include task completion times between functional departments and information exchange. Potential issues are employee resistance to change and misunderstandings between new project and existing functional managers. Risks involve missing milestones, failed implementation, increased workload, and hiring an unsuitable external or internal project manager.

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    hyten corp

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    Hytan Corporation is a manufacturer of automotive components founded in 1982 that also supplies the space program. It aims to implement a more formal project management system to improve coordination between departments, stay on schedule, reduce costs, and have a better working environment for employees. Doing so could face challenges like time delays, new expenses, and disagreement within the corporation. Stakeholders include managers, directors, employees, and customers. Dependencies include task completion times between functional departments and information exchange. Potential issues are employee resistance to change and misunderstandings between new project and existing functional managers. Risks involve missing milestones, failed implementation, increased workload, and hiring an unsuitable external or internal project manager.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    51 views9 pages

    Hyten Corporation PJM C Grp3

    Uploaded by

    Isha Dwivedi
    Hytan Corporation is a manufacturer of automotive components founded in 1982 that also supplies the space program. It aims to implement a more formal project management system to improve coordination between departments, stay on schedule, reduce costs, and have a better working environment for employees. Doing so could face challenges like time delays, new expenses, and disagreement within the corporation. Stakeholders include managers, directors, employees, and customers. Dependencies include task completion times between functional departments and information exchange. Potential issues are employee resistance to change and misunderstandings between new project and existing functional managers. Risks involve missing milestones, failed implementation, increased workload, and hiring an unsuitable external or internal project manager.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    Download as pptx, pdf, or txt
    of 9

    H yten Corporation

    Group 3
    Section C
    PGDM 2014-2016

    Introduction
    Founded in 1982, as a manufacturer of automotive
    components
    One of the major supplier for the space program
    Triple Constraints:

    CS
    oc
    sh
    te
    /d
    ru
    el
    se
    o
    u/
    T

    Scope/Quality

    Deliverables

    Assumptions

    To implement the formal


    Project Management
    Business Deliverables
    Department has to
    implement new facility for
    the project

    Time for implementation

    Director of MIS is working


    on installation of
    minicomputers and online
    terminals throughout the
    plant

    Reaction of Employees

    Cost

    M ission
    -Im plem ent a m ore form alproject
    M anagem ent
    -Alldepartm ents can participate
    -Prevent overlapping

    Objectives
    -

    Vision
    -Continue to be leader in developm ent
    of new products and processes
    -M ust change the w ay of project
    m anagem ent

    Stay on Schedule
    Reduce C ost
    H ave coordination betw een
    departm ents
    H ave better w orking
    environm ent for em ployees

    S cop e

    Inform
    al

    Problems to be
    faced :
    - Tim e D elays

    Formal

    - N ew Expenses
    - D isagreem ent in the
    corporation

    Stakeholders

    President
    General Manager
    Managers
    Comptrollers
    Directors
    Employees
    Customers

    Dependencies

    Completion time of
    individual tasks of
    functional departments
    Organization by the
    Business Development
    Department
    Information Exchange
    between divisions and
    management of decisions

    Issues
    Informal project management is performed by functional departments
    and employees
    It will be difficult to implement a formal Project Management
    Some think it may be a disadvantage to the firm
    Current employees hired will not satisfied if new employees enter firm
    and they are not considered
    Whether if there should an exclusive department for project
    management or not
    Misunderstandings between functional and project managers
    Dissatisfaction of the engineering and plant engineering departments
    Negative effect of the Automotive components division

    Risks
    Inability to achieve the milestones on time and efficiently
    Failure in the implementation of the new System Inability to
    respond to highly unpredictable circumstances
    Responsibilities would burden manpower with additional tasks
    Increased responsibilities
    Bringing someone from outside to be the project manager may be
    risky as they dont know the company well as someone from the
    inside
    Someone from inside may not have expertise in the project
    management as someone from outside specialized in it

    Thanks

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