Harrison Keyes

University of PhoenixMBA- 590 Strategic Implementation and AlignmentThis paper discusses Devices for Vascular Interventions plans for expediting the time mesa to relocate their manufacturing production lines from Redwood City to Temecula. It identifies the opportunities that could have been keep raze by becoming a syner wedgeic team and victimisation a regorge exercisement approach to accomplish their goal.

Although the ?as is? layouts had been take oned in January by the industrial Engineers, the ?to be? layouts likewise needed to be created and were scheduled to be bring to passd in late February. However, in the beginning of February the new Vice chair of Operations instructed his staff to have the new induction run by the beginning of beginning of April even though it was in the beginning scheduled for operation in by the end of May.

This speed activity aided a lot of stress and discombobulation between departments since there was no approved official provision to move the facility and equipment at this accelerated timetable. The Vice professorship decided to play politics with the death chair by attempting to develop his credibility and aggressiveness within the company without participating with the employees. thereof the employees had no voice with management?s conclusion do strategies. ?Managers who manage project by the ?seat of their pants,? rely firmly on team dynamics and organizational politics to complete a project. Good project managers balance their attention to two the technical and sociocultural dimensions of project management.? Clifford & Larson, (2006), C. 11, P. 15.

? take to Managers recruit members, brook meetings, establish a team identity, create a rough-cut sense of purpose or a shared vision, manage a reward system that encourages teamwork, orchestrate decision making, purport conflicts that emerge within the team, and rejuvenate the team when energy wanes.? Clifford & Larson, C. 11, Managing vagabond Teams. C.11, P. 347, (2006). This new top management commitment required teamwork in the beginning the Vice President initiated the new project?s date.

ground upon the Vice President?s commitment to the President, Engineers had to fly down to Temecula in order to verify the facilities measurements and come up resource requirements and contractors to germinate the facility operating. A preliminary Master Gantt Chart of the activities to relocate the entire facility was update expeditiously by Industrial Engineering. Industrial Engineering developed the new layout, in access to coordinating the labeling and packaging of the tools and equipment into trucks which transported all of the equipment to Temecula over the weekend during the graduation exercise week of March.

Moreover, there was a lot of stress, fighting and pettifog due to the accelerated time table. ?Camaraderie and collaboration displace quickly vanish only to be replaced by contend and obsessive preoccupation with group or individual politics.? Clifford & Larson, C. 11, Managing Teams, P. 360,(2006).

The sustentation Department was responsible to coordinate with the contractors the installation of all the resources water, air, electric and move the equipment into it?s prim position so the facility would be operational in April. The installation of resources and equipment had a cardinal week delay in fasten the facility and equipment operational, since contractors were non available to provide electrical, water, and air to the production processes. However, the Vice President did receive a $10,000 bonus for accomplishing the plan one month ahead of schedule.

Since the plans were accelerated there was a lack of teamwork among departments.



admiration among team players as to how much detail was required to get the facility operating since the accelerated Gantt chart was not validate with the team. This god a lot of details to be omitted which manifest into extra time and cost over runs.

This scenario demonstrates how playing politics and lack of proper planning and teamwork can cause companies to miss their budget targets and cause confusion among the employees as mentioned in the text book, ?Independent decision made by different individuals or groups of managers create a set of condition leading to conflict, confusion and frequently and unsatiated customer.? Clifford & Larson, C. 1, P.12. (2006).

Introducing new products into the market place during the newfound Product damp Cycle is critical to increase sales volume. However, planning and coordination of these efforts with your team is essential. Communication and functioning as a team in a new facility is critical rather than severe to cut corners and have the Vice President make commitments without getting inputs from his team. The project coordinator should have used the SMART system to determine that the schedule was too aggressive, which would was manifested in project delays and causing the project to be over budget.

ReferencesClifford E. Gray, Erick W. Larson, (2006). Project Management: The Managerial Process. advanced York, New York: McGraw Hill. C.1, P. 15.

Clifford E. Gray, Erick W. Larson, (2006). Project Management: The Managerial Process. New York, New York: McGraw Hill. C. 11, P. 47Gray, Larson, Clifford E., Erick K. (2006). Project Management: The Managerial Process. New York, New York: McGraw Hill. C. 11, P. 360.

Clifford E. Gray, Erick W. Larson, (2006). Project Management: The Managerial Process. New York, New York: McGraw Hill. C. 1, P.12.

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