CASE STUDY S5: DIZPLAZE, ERIC

WOOCOCK
GROUP MEMBERS

Trịnh Quốc Huy – BABAWE19123

Nguyễn Duy Phúc Lâm – BABAWE19124

Vương Ngọc Sang – BABAWE19087

Bùi Đặng Hồng Vy – BABAWE19112

Đỗ Trần Bình Trọng – BABAWE19268

Nguyễn Thanh Bình – BABAWE19264

GROUP WORKS

1.  What are the reasons for the proposed project in the case?
The problem arose when Sven received a series of complaints about the subway system in
Germany. The passenger screens creak and appear loose from their pylons, looking
dangerous to customers due to poor assembly, prompting the company to replace all faulty
screens.
 Direct objectives:
o To resolve the issue of the alignment jig for the Mark Ten line of display boxes.

 Indirect objectives:
o To satisfy customers’ demands.
o To keep the product competitive in the market.

2. Who are the stakeholders of the proposed project? What are their
potential conflicts if the proposed project is implemented?
Stakeholders

 General manager: Lars Anderssen

o Services manager: Eric Larssen

o Operations manager: Sven Sorensen

o Products manager: Ted Crato

 o Administration manager: Sonia Pitts

 There are 11 teams:

o Production:

 Enclosure manufacture

 Control assembly

 Display assembly

 Final assembly and test

 Packing and dispatch

o Departments:

 R&D

 Sales and marketing

 Purchasing

 Management and administration (including human resources)

 Field service

 Maintenance

 Investors

 Customers:

o Bus operators

o Train operators

Potential Conflict

 The conflict can occur from the administration department and the rest when the
workload decreases, the possibility of losing employees from other departments is
increasing. They minimize their involvement in controversial issues, especially those
that raise internal tensions.

 Conflict between R&D team and assembly team about the output quality of each team
when poor design and loose assembly lead to the company having to pay the warranty
  Conflict occurs between employees and management team when employees think that
the process requires a lot of time and effort and they ask for a better management team
to avoid wasting human resources.

 The conflict between Steve and the team approach is very reluctant in everything they
do

 A conflict between customers and managers in general in terms of cost: customers

usually want low-price but high-quality products; meanwhile, when manufacturing
improved products, the firm wants to set the price high to receive higher revenue.

 A conflict between investors and managers in general in terms of shares.

3. The case describes an "unusual organizational arrangement for a

manufacturing firm". Explain this unusual organizational arrangement.

The unusual organizational arrangement of the company is that the company was divided into
various specific teams. They split employees into 11 functional teams and each team will be
responsible for their own schedule, workload, and simple problem-handling decisions. 
The departments have the leader role rotating every 6 months. They also have a weekly
meeting for an hour and a half. Thanks to that one, most employees through teams will be able
to be clearly aware of the current external market when making decisions.

4. If the proposed project is implemented, what form of project organization

would be most appropriate? Why?

In my point of view, an appropriate project organization form for the company is a strong
matrix organization structure for the following reasons:

The Matrix organizational structure is a way to maximize the advantages of functional structure
and pure project organization.

 Nature of the project is: alignment jig for the display boxes and meet the needs of the
consumer.

 Problem related to the project will be directly reported to the project manager, and
recommendations for the best completion will be made to improve the company's
current and future problems. Therefore, it will improve the project's mistakes. As we
knew that the company team had spent nearly six months trying to solve the customers
who were not satisfied with the faulty screen, the company had to pay a lot of
maintenance costs.
5. Given the size of this organization and the number of projects they deal
with, would it make sense to institute a Project Management Office? Why or
why not?
The scale is also quite large and the number of projects is not much, but it is important
because of the great financial influence of Dizplaze. The establishment of a Project
Management Office (PMO) is necessary. The problem of the company is that employees do
not feel responsible and do not have a connection with each other. Through the assembly error
incident, R&D and control assembly teams argued for a long time that could not be resolved
thoroughly, causing progress impact and not fixing the problem for the customer quickly
showed that there was no person to promote and manage the project. The PMO ensures that
the company's policies, practices, and activities are carried out correctly-on schedule, on
budget, and in a consistent manner.

Therefore, Dizplaze needs a PMO to be able to better handle, handle and run the project. The
role and tasks of POM will help the project be more logical and have a higher success rate
through:

o Provide centralized communication for projects

o Streamline data and information across multiple teams
o Communicate with stakeholders about progress
o Support project tasks when employees need advice, consultancy
o Improve efficiency, and promote project implementation
o Set up processes
o Development of management system
o Help with administrative details
o Conduct review, and audit
o Check progress reports