Document Type

Closed Project

Publication Date

Fall 2002


Dragan Milosevic

Course Title

Project Management Framework

Course Number

EMGT 510/610


Project management, New products -- Management, Project managers -- Practice, Strategic planning, Imaging systems -- Equipment and supplies


Acme Imaging, Inc. is a company in transition. In the past twenty years, it has grown from a one-man basement operation to a small firm with about 40 employees and several distinct departments. They have developed a set of unique core competencies in the area of ultra-sensitive high-resolution imaging, a strong Research and Development arm, and an excellent reputation for quality and customer service. Like most companies, however, Acme Imaging Inc. has its share of problems as well. There is a marked lack of communication between the departments. The company currently has a project manager, but due to the fact that there are six projects in process, he does not have enough time to manage them, and is overburdened. He has requested assistance from the CEO and VP’s, but with the rapid growth of the company, they are overburdened as well. A proof-of concept product called the MX-90 has been developed based on extensive market research, and has shown great potential as a new product. The goal is to get the MX-90 into full production in six months, but individual milestones are continually being missed. It is essential to get the product to market in the allotted time frame in order to beat the competition. Failure to do so will create a loss of potential revenue.

Ace Consulting, Inc., which is an outside consulting firm was brought in to study the company and determine the feasibility of project management. It is readily apparent that without some form of project management, growth will continue to be stagnant. Also apparent are the need for concurrent engineering and more effective project portfolio management. The company needs to learn how to pick the projects and products that best fit the business model and are the most economically feasible.

This article discusses the transitional steps and alternatives with regards to the implementation of either formal or informal project management. It lists the steps that Acme went through in identifying and attempting to solve some of its problems. An analysis of Acme’s internal strengths and weaknesses, as well as external threats and opportunities is performed. Three different options for solutions are investigated. They are status quo, informal or partial project management implementation, and formal or full project management.


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