+

Sharp Printing, AG(Portfolio Project)

By: Bruce Kastner

August 18, 2013

+Introduction:

This portfolio project was based on the textbook scenario on pages 149-151, Sharp Printing, AG.

This presentation is from the fictional perspective of a team working to assist the project as a hired consultant.

(Kastner, 2013, p. 1-17),

+About Sharp Printing

Printer Manufacturer

Senior management has indicated a new project will be undertaken that will save the company and promises rewards to emplyees

(Kastner, 2013, p. 3-4) (Larson and Gray, 2011, p. 150)

+Printer Project Purpose & Scope

Design and produce a printer for consumer and small business To retail for less than $200 Budget has been set by senior management New R&D needed

(Kastner, 2013, p. 3-4) (Larson and Gray, 2011, p. 249-250)

+Project Limits & Exclusions

Budget cannot be exceeded

Schedule must be adhered to

New R&D will be required

(Kastner, 2013, p. 3-4)

+What Needed to Happen

Bottom-up approach in regards to budget and schedule

Improve senior leadership information flow

Project manager inputs

Design Team technological concerns

(Kastner, 2013, p. 5)

+Project Constraints

Budget

Schedule

Technological Constraints

(Kastner, 2013, p. 5-6)

+Resources Required

Budget

R&D

Marketing

Design

Production and assembly

(Kastner, 2013, p. 7)

+Resource Responsibility

+Timeline

+Costs

+Return on Investment

Extreme importance placed on adherence to budget

Use NPV calculations to determine project value

(Kastner, 2013, p. 11-13)

+Risk Assessment

+Risk Assessment (cont.)

+Tracking Progress

Use various controls to focus efforts & inform stakeholders

Use if cybernetic controls

Go/No Go controls

Post control

Use of Milestones

(Kastner, 2013, p. 15-16)

+Conclusion / Summary

Current situation

What needed to occur

Constraints

Resources required

Resource responsibility

Project timeline

Costs

Return on investment

Risk assessment

Tracking progress(Kastner, 2013, p. 1-17)

+Bibliography

Brealey, R. A., Myers, S. C., & Allen, F. (2011). Principles of Corporate Finance (10th ed.). New York, NY: McGraw-Hill Irwin.

Ferrell, Fraedrich, Ferrell (2008). Business Ethics. Houghton Mifflin Company

Ford, D. N., & Bhargav, S. (2006). Project management quality and the value of flexible strategies. Engineering, Construction and Architectural Management, 13(3), 275-289. doi:http://dx.doi.org/10.1108/09699980610669697

+Bibliography (cont.)

Larson, Erik W., Gray, Clifford F. (2011). Project Management: The Managerial Process. McGraw-Hill/Irwin. New York, NY.

Mathur, G., Jugdev, K., & Fung, T. S. (2013). Project management assets and project management performance outcomes. Management Research Review, 36(2), 112-135. doi:http://dx.doi.org/10.1108/01409171311292234

Murphy, A., & Ledwith, A. (2007). Project management tools and techniques in high-technology SMEs. Management Research News, 30(2), 153-166. doi:http://dx.doi.org/10.1108/01409170710722973