Essay about Hyten Corporation Case Study

910 Words Jan 8th, 2015 4 Pages
Read the Case Study titled "Hyten Corporation" that begins on page 38 (in Part 2) in the Kerzner text. There is some reluctance within the firm to adopt formal project management processes. Suppose that you were hired as a consultant to help the management at Hyten to accept this change. Write a short report (2–3 pages, 500–800 words) that encapsulates answers to the following questions at the end of the case study: 1–7, 10–11, and 14.

1. What are some of the major problems facing the management of Hyten in accepting formalized project management? (Include attitude problems/personality problems.)

Management at Hyten has several problems in accepting formalized project management. It has to forgo must of what could keep them back
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Hyten may not had seen that it did anything wrong in the past because it had been acting in good faith but it is obvious that the way things were being done was not the best way neither how things are supposed to be done.

6. Should formal project management give employees more room for personal growth?

Absolutely, by giving employees more room to grow they will not only learn because their participation will increase production but it will increase their interests in project management and acting in the best interest of Hyten.

7. Will formalized project management make it appear as though business development has taken power away from other group?

Since Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participation satisfaction; it has its priorities that makes it look like the team and department that are managing the project are taking away power from other groups.

10. What basic fears do employees have in considering organizational change to formal project management?

Employees are concerned about considering organizational change to formal project management because as some departments put it they are fearing to take on more responsibilities and works; and some others fearing that their authority

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