Case Study – Ferris Healthcare, Inc. Senior management at Ferris recognized that its future… 2 answers below »

Case Study – Ferris Healthcare, Inc.

Senior management at Ferris recognized that its future growth could very well bedetermined by how quickly and how well it implemented project management. For thepast several years, line managers had been functioning as project managers while stillmanaging their line groups. The projects came out with the short end of the stick, mostoften late and over budget, because managers focused on line activities rather than projectwork. Everyone recognized that project management needed t be an established careerpath position and that some structured process had to be implemented for projectmanagement.

A consultant was brought into Ferris to provide initial project management training for 50out of the 300 employees targeted for eventual project management training. Several ofthe employees thus trained were then placed on a committee with senior management todesign a project management stage-gate model for Ferris.

After two months of meetings, the committee identified the need for three different stagegatemodels:

oneforinformationsystems,onefornewproducts/servicesprovided,and

oneforbringingonboardnewcorporateclients.Therewereseveralsimilaritiesamong

thethreemodels.

However,personalinterestsdictatedtheneedforthreemethodologies,

allbaseduponrigidpoliciesandprocedures.

Afterayearofusingthreemodels,thecompanyrecognizedithadaproblem

understandinghowtoassigntherightprojectmanagertotherightproject.

Project

managershadtobefamiliarwithallthreemethodologies.

Thealternativeconsidered

impractical,wastoassignonlythoseprojectmanagersfamiliarwiththatspecific

methodology.

Aftersixmonthsofmeetings,thecompanyconsideredthethreemethodologiesintoa

singlemethodology,focusingmoreuponguidelinesthanonpoliciesandprocedures.

The

entireorganizationappearedtosupportthenewsingularmethodology.

Aconsultantwas

broughtintoconductthefirstthreedaysofafour-daytrainingprogramforemployeesno

yettrainedinprojectmanagement.

Thefourthdaywastaughtbyinternalpersonnelwith

a focus on how to use the new methodology. The success ratio on projects increaseddramatically. Questions:1. Why was it so difficult to develop a singular methodology from the start?2. Why were all three initial methodologies based on policies & procedures?3. Why do you believe the organization later was willing to accept a singularmethodology?4. Why was the singular methodology based on guidelines rather than policies andprocedures?5. Did it make sense to have the fourth day of the training program devoted to themethodology and immediately attached to the end of the three-day program?6. Why was the consultant not allowed to teach the methodology?

 

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