There are four divisions in this group and every division has different issues. The essential reason is the absence of coordination. The R&D project management has two main issues. The first one is lacking of communications between different divisions. It must work with each division and make the integration and no divisions are independent. The root cause of the problem is that processing program about the project is not systematic. The vice president should project a reasonable process about the handling to avoid the time and cost wasting.
The managers in different divisions should also understand some knowledge about other relevant departments. Secondly, the managers should realize the duties of each division. Every division’s function should be clear and definite. There are two issues in small customer project management. Firstly, the line manage
...rs don’t realize that only the project manager can make commitments to the customer as well as on company policy. The other one is that it is hard to keep balance in allocating resource and weight between different projects.
The solutions to these problems are to do stringent requirements for the line managers and to get approval during the treating processes. And making a modification of the priority scheduling computer package is the method to make sure the fairness. Also, the staffs in this division are less to handle so many customers. In the Large customer project management, marketing always looks down on this division. Strengthening the relationship and communication is essential.
Additionally, the engineering group always has a poor response to the requests. So the ability of engineering group should be enhanced. The third issue is managemen
comes to the rescue and pulls the best resources off of the good projects to cure the ailing projects because QCI has to keep up the image for the customers. In order to meet specifications, the engineers are willing to sacrifice time and cost. What the project should do is making a good schedule at beginning and allocating appropriate resources to avoid additional expenses.
In the project management about capital equipment, the issue is it has the low-priority in the new system and will be hard to get sufficient functional resources. Each division should receive equal treatment because they are all indispensable. Weakening the function about some divisions can solve this problem. Meanwhile, the functional employees are always pulled off of my project to assist manufacturing. Actually, there should be a rule that the staff shouldn’t be temporarily transferred from an ongoing project.
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