Harrison Keyes
...of steady leadership, computer software complications, and budgetary constraints, lack of employee support and failure with outsourcing of services. Some of these challenges were within Harrison-Keyes’ control and some were not. Either way, Harrison-Keyes did not have a back up plan to deal with these issues during the implementation process. In this paper I will discuss the importance of an integrated information system, address the project management control issues and evaluate the need for a project control process.
Harrison-Keyes has a newly appointed CEO who, in addition to the Board members does not particularly support the e-publishing project. Harrison-Keyes has one month to address these issues and present a revamped, concrete implementation plan. If the implementation plan is not to Guardo’s expectations, the project will be cancelled. Harrison-Keyes has to be extremely efficient if they want to meet the project completion plan in one month’s time.
Describe the Situation
Issue and Opportunity Identification
Several important events have led to the issues and opportunities I have identified in Table 1. With a new CEO on board, William Guardo, Harrison-Keyes needs to have his blessing for the continuation of the e-book project. Guardo has a bias that he is already not impressed with the e-book industry and would be happy continuing with the print book offerings. With Guardo showing lack of support for the project, the management is at a disadvantage. There was no project control process with this implementation and no structure set up for checks and balances of the project progress. Therefore, small issues such as the software incompatibility grew into a larger issue without being detected. Harrison-Keyes has the opportunity to develop a formal project control process. This process could be used as employee development as well, young leaders...
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