Hp Labs Ip Case Study

7335 Words 30 Pages
Register to read the introduction… We have seven Lab facilities around the globe. We own 45% of this space and lease the remaining 55%. Included in these amounts are 8 million square feet of vacated space capacity.
• HP is supported by its 2012 $123,429 million net revenue from seven principle business segments:
• Personal Systems $35,650 / 20.65%
• Printing Services $24,487 / 20.36%
• Services $34,922 / 29.04%
• ESSN $20,491 / 17.04%
• Software $4060 / 3.37%
• HPFS $3,819 / 3.17%
• Corporate Investments .089%
Equipment and Materials
•8 million Sq.Ft of available property
•Research group with 23 available labs worldwide
•3.1 million indirect spending for property, plan, and equipment improvements
•600 available researchers worldwide
HP Corporate Investments business segment absorb the $3.2 billion ongoing operating expenses that fund HP Lab’s eight groups:
• Cloud Computing
• Information Analytics
• Intelligent Infrastructure
• Mobile & Immersive
• Networking & Communications
• Printing & Content
• Services & Solutions
• Sustainable Ecosystems
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In order to ensure all the stakeholders are clear about the priorities of cost, schedule, and quality among the projects in the portfolio, we need to create an open communication environment by encouraging all stakeholders to talk about project issues. Listening to stakeholder’s concerns will foster an open environment. Besides, the scope and objectives must be clearly defined to not to incur in multiple interpretations that will lead to disagreements. Other techniques for resolving conflict will be used depending on the type and intensity of the conflict. The Project Management Institute (2008) states that such techniques …show more content…
The staffing plan needs to account for the project end state of providing satisfaction to its customers. The HP PPM project is challenging on multiple resource planning fronts, it requires in-house project teams (personnel) whose mission it is to encompass the company’s global network of organizational vision. Non-resource requirements to include active and simulated computer laboratory environments at multiple sites around the world, and a robust remote learning infrastructure requiring technical, administrative and, instructional support to operate in support of program objectives. Because the resources required to fully implement the PPM are extensive the project has an implementation schedule that begins in 2013 and reaches maturity within 3 years. The level of risk associated with the HP PPM project is significant. Most of the risks to the project rest solely on resource management skills of the PPM but have a cross functional impact are: The ability to hire/contract personnel with requisite knowledge (HR), the ability to provide multi-site e-learning platform (IT), the ability to provide live and virtual laboratory facilities (IT, Logistics, Facilities). The project manager will mitigate and monitor these and other identified risks through the execution of the projects risk management

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