SELLING EXECUTIVES ON PROJECT MANAGEMENT 4
SellingExecutives on Project Management
SellingExecutive on Project Management
Petprojects are found in many organizations and companies where they aresponsored and supported by few number of executive team members(Crane et al, 2003). It is a common trend in companies. In most casesthis is due to vested interests within an organization’smanagement. However, in some instances, these projects do not gothroughespecially if a good number of members are opposing them.The commencement and success of these projects depends on theinfluence that the sponsors have in a given company. This is one ofthe many instances of what happens in many corporations (Saladis, etal 2013).
Thereare several reasons why the executive was not willing to listen totheir employees. One of these is because they wanted to have theirstatus rise higher in the organization. In the case study, it isstated that they were pushing for the implementation of the projectsfor their own prestige. This could have played part in making themstand out as the best risk takers in the organization, compared tothe rest. Based on this, they were confident enough to sponsor thesetwo projects from their functional areas though it nevermaterialized.
Authorityis another reason. This can be argued based on the fact that if theproject successfully went through, then it would have made them havemore influence in the running of their functions over theircolleagues. The authority and more responsibility, in this case,could come with promotions for both of them, although it wasn’tguaranteed. Consulting or listening to their colleagues could hamperthis intention.
Anothervested interest in the projects could be speculated as the urge forreaping big from the projects. Someone could smell some corruption inthe whole process. They were pushing for the implementation of theproject since they knew how they could get back the cost of R & Dand even some cash could go in their own projects. This is based onthe fact that they were totally convinced about the failure of theproject especially on the time remaining even after the technicalbreakthrough was done. It was only six months of which they had tosell the products. One could therefore smell foul on the whole saga.
Somethingelse is the competitive bidding they had to follow. If they listenedto their colleagues, theproject could have gone through the normalprocess of competitive bidding, which they knew it could not go pass.There was a wide gap between the Levon Corporation and other industryplayers in terms of project management understanding, income, amongothers. In most of these issues, Levon was lagging way behind therest. It meant that the pet projects could therefore not sailthrough, something the executives knew quite well. They, however,thought they could get a reprieve from the consultant. This is whythey accepted to listen to him. However, the picture they got fromthe consultant was also the same- the project was not feasible underthe prevailing conditions.
Theconstant on the other hand was not able to do much in convincing theexecutive that the project was not feasible. One of the strategies Iwould incorporate in this regard is to make sure that I bring forwardthe employees’ and executives’ representatives as I continuedwith the research. In this process I would have them participate inthe research. This could make them understand my presentation better.
Oneother thing would be bringing forward a case study of anothercorporation that was in a similar situation as Levon Corporation. Byproperly demonstrating the failure of such company, it would click totheir mind that the same could happen to them. I would also emphasizeon the SWOT analysis (Kerzner, 2013). This was not clearly broughtforward by the consultant. In this, I would dwell so much on figuresto bring out the negative results of the feasibility study. The twoexecutive were forced to pay the amount they had deducted from theirfunctional areas through their bonuses, though they could not havebeen axed.
Crane,D. B., & Mayer, M. (2003). Executiveaccountability: Creating the environment for business value fromtechnology.Westport, Conn: Praeger.
Kerzner,H. (2013). Projectmanagement: A systems approach to planning, scheduling, andcontrolling. Hoboken, New Jersey: John Wiley & Sons, Inc.
Saladis,F. P., Learning, I. I., & Kerzner, H. R. (2013). Whatexecutives need to know about project management.Hoboken, N.J: Wiley.