Project management, New products -- Management, Project managers -- Practice, Strategic planning
This paper analyzes the methodology that was used by the Project Manager and Parent Organization when determining that this new product line needed to be implemented into a sub-organization of the company. This paper also identifies the considerable investigation and tactical significance of this project and the reason the project needed to be founded. We will discuss the project lifecycle and the four phases that were utilized by this project team. We have identified the strengths and weaknesses of this project and the way it was managed by the PM. This report also gives recommendations to the project manager how he could have utilized other tools such a risk management methods or network such as critical path in managing this project.
Since the overall success of a project is largely dependent on the Project Manager, we will additionally spend some time analyzing what works and does not work about the Project Manager’s style. We will discuss whether or not any formal project management techniques or tools were used in the project. We will also provide background information about the Project Manager and discuss his role, tasks and duties in the project.
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Banga, Balbinder; Chilka, Bindu; Wang, Bob; Andreas, Hilary; and Hudson, Serin, "New Project Management at Epson Portland Inc.: The Phoenix Project" (2002). Engineering and Technology Management Student Projects. 1492.
This project is only available to students, staff, and faculty of Portland State University