Name: MARY CHRISTINE P.

BOSTON Score:

Year/Block: BSBA-HRM3 Date: FEBRUARY 17,2024

The Unpleasant Meeting of XYZ Company

(Adopted from: Project Management: Case Studies, 2013 by Harold R. Kerzner)

In a tense atmosphere fueled by financial struggles and a lack of innovation, Ms. Gilda Ching, the
President of the company, addresses her senior staff regarding the numerous project failures and
wasted resources. With a stern yet composed demeanor, she challenges them to find solutions to the
ongoing troubles, highlighting the need for earlier recognition of project failures to prevent further
financial losses. All eyes turn to Mr. Aldo Ortiz, the Vice President for Engineering and R&D, as the staff
awaits his response to the President's challenge.

In the case of Ms. Gilda I agree with her that a rate of five failed projects out of ten is a bad record
and is indeed alarming. This high rate of failure indicates significant inefficiencies in project selection,
management, and execution, leading to wasted resources and missed opportunities for the company. It
is not dangerous for a project manager to recommend termination of a project in the early phase of the
project life cycle. In fact, it is crucial for project managers to identify and address potential issues early
on to prevent further wastage of resources and mitigate risks to the company's objectives. Terminating
a project in its early phases allows for redirection of resources towards more viable endeavors,
ultimately enhancing the company's chances of success.

In this case, the failure should be attributed to a combination of factors, including inadequate
project management practices, a lack of innovation and strategic direction from top leadership, and
potentially flawed portfolio selection processes. While individual project managers may bear some
responsibility for not reporting failures early on, ultimately, it is the responsibility of senior leadership,
including Ms. Gilda Ching and Mr. Aldo Ortiz, to set the tone, establish effective processes, and ensure
alignment with the company's strategic goals.

Highly talented resources may overthink a project and search for complex solutions rather than
simple ones due to several reasons like curiosity, fear of failure, and lack of communication. The
intention behind searching for complex solutions may stem from a desire to excel and innovate, it's
essential for talented individuals to recognize the value of simplicity and efficiency in problem-solving.

Majority of project managers who are engineers could contribute to the failure of some projects.
While engineers possess valuable technical skills, they may lack the necessary expertise in project
management, strategic decision-making, and business acumen required to effectively manage complex
projects from inception to completion. Additionally, engineers may prioritize technical solutions over
broader business objectives, leading to a lack of alignment with company goals and potentially
overlooking critical aspects such as market research, customer needs, and financial viability. Therefore, a
diverse team with a mix of technical and managerial backgrounds may be better equipped to address
the multifaceted challenges of project management and increase the likelihood of project success.
Follow-on meeting is necessary to address the issues raised by Ms. Gilda Ching and to develop solutions
for the company's challenges. All project managers should attend to ensure a comprehensive
understanding of the issues and to collectively brainstorm and implement effective strategies moving
forward.