Stakeholder theory is a useful framework for analyzing the behavioral aspects of the project management process, particularly the complicated process of project management within the Department of Defense (DOD). Projects can be beset by the agenda of various stakeholders within the organizational structure. When this occurs, the implementation of a strong project stakeholder management strategy is necessary to increase the likelihood of success. This is a case study of a failed DOD project, even though it was fully justified and badly needed. Stakeholder theory serves as the theoretical underpinning of this case analysis, which identifies the potential causes of the project failure. Project management lessons learned from the failure and a project stakeholder management strategy framework are presented to facilitate better decision making on the part of project managers to increase the likelihood of successful project management outcomes.
PurposeDuring the past decade the role of purchasing in global competitiveness has been steadily increasing in importance. Similarly, the role of packaging continues to increase in importance because of its dual function in advertising and shipping. The purpose of this paper is to employ the Quality Function Deployment (QFD) methodology to analyze the common purchasing problem of supplier selection for toothpaste packaging. Thus, a technique well known in quality management is adapted for use in the entirely new context of supplier selection in purchasing.Design/methodology/approachThe paper begins by stipulating the properties necessary for suitable packaging. It then examines the type(s) of packaging necessary to satisfy these properties. Finally, it moves to the selection of a supplier having the necessary properties to provide packaging. The analysis is performed with a QFD construct.FindingsThe QFD process led to a rapid identification of those suppliers most capable of providing the product characteristics that met the corporate total value goal at the time of study.Practical implicationsThe paper presents a structured management approach to deal with the common problem of supplier selection. In doing so, it provides an approach that may be generalized to solve many types of decision problems confronting operations and supply chain managers.Originality/valueThis paper presents a management approach to the very important area of supplier selection. In doing so, it employs a technique well known in the product design area, but not used in the area of supplier selection, that of Quality Function Deployment (QFD). It extends beyond the dyad in that it brings to bear a powerful technique from the Quality Management discipline to a problem in another discipline, Purchasing.
Purpose -The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision-making process and the six-sigma process into a single, unified decision model. Design/methodology/approach -The methodology involves each of the three decision-making processes, noting their similarities and differences, and arguing from the similarities that a single unified model will result in superior decisions. Findings -The findings were that a single, unified model is possible and the resulting model is presented in the paper. Research limitations/implications -Since this research results in a conceptual model only, it remains to be tested in actual practice. This testing is intended for a later paper. Practical implications -If the testing of the model in practice results in superior decisions, the practical implications of the paper would be use of the Friday-Stroud/Sutterfield model in practice for better management decisions. Originality/value -The paper presents an original model, which results from merging the three-decision-making process.
This is a case study of a failed Department of Defense (DOD) project, even though it was fully justified and badly needed. Project management within the DOD is a complicated process. Projects are beset by the agenda of various stakeholders within the DOD organizational structure. When this occurs, strong project management leadership is necessary for success. This paper analyzes the potential causes of the project failure resulting from the three domains of organizational conflict, and identifies lessons learned from the failure via a conflict management perspective. Lessons learned are presented to facilitate the management of interpersonal-based, task-based, and process-based conflicts on the part of project managers and project sponsors, thus increasing the likelihood of successful project management outcomes. This case study fills a void in the project management literature by examining the relationship between the three dimensions of organization conflict and the increase in various project costs, and then offering a Project-Conflict Management Framework.
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