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Project Management Case 5

G-World Company

Background:

Case study involves/inclusive

G-World Company-integrator

Universe Corporation-Competing Team

Client X- Clients

Project One- Major Project

Project Two- Supplementary Project

G-World Company is an IT solutions company that caters selling of IT products, rendering IT services and education.   Their main office is located at the heart of Cebu City, Philippines. They have branches in Mindanao where existence of Client X is located.

Project One was the mother business of the company which sells IT products and services. Project Two was the subsidiary business of G-World which accommodates educational center facilities for IT of technical/vocational courses. Main objective of the project is to have a mass expansion of the business matter of G-World.

Universe Corporation was the competing business center of G-World copany that accommodates services most likely to G-World.

Scenario

Project one was the mother business of G-World. For the past 20 years of existence, this project was the very most highlighted product of G-World. Project Two was introduced to make sure their sales production will be continuous, and in some reason, they have a supplementary and subsidiary business. Their employees were given the most compensation benefits.

Problem 1.

When Universe corporation rose, that as the time of the company’s chaos instability of Project 1, which is IT product selling. Client X would seldom go to G-World on buying some IT products. G-World cannot force client X’s decision on buying things even they offer big sales and discount services along the time.

Problem 2

The scenario of expanding G-World’s business into educational center was of massive distraction... Sales been acquired by Project 2 been shared and supplied to Porject One for about 5 years because they need to raise Project One again, G-World doesn’t want their mother products be dead. Now employees of Project One was choke up by the benefits and the salary their accepting. A year later, cost cutting workers been applied, and up until now- G-World is selling Project Two to some copany to have another investment project prospect.

Questions:

1. What and who is the culprit of the G-World’s situation?

2. What was Client’s X problem of not choosing Project One of G-World company?

3. How are they going to manage the sudden drop off of Project 2?

4. Is selling Project Two can satisfy what G-World is expecting?

1.)     What and who is the culprit of the G-World’s situation?

A company competes with one another, in time; a company gains a competitive advantage. Mainly because clients get halved, other people may consult help from company A, other people may also do such with company B, thus creating a competition between the two. This thing I believe is the reason of G-World’s situation today, the competition that arises from the Universe Corporation. As one group of firms gain an advantage, the rest of the firm in an industry are placed at a competitive disadvantage. One consequence of a temporary disadvantage is, among other things, a smaller proportion of industry sales and lower profits for the disadvantaged firms. If sales and profits fall to low levels for long enough, the firms at a competitive disadvantage might be forced to leave the industry. Perhaps because of falling revenue, some firms are not able to pay their creditors – these firms might be forced into bankruptcy. Or, perhaps the owners of the firm see the writing on the wall – and fear they will never be able to earn high enough profits in the industry – and they voluntarily leave the industry. Every year countless thousands of businesses shut their doors as they fail to make acceptable profit for the owners. But, as the losing firms exit the industry the existing firms—the winners— expand and take over the sales of the firms that have exited. Often, the winners—individually and collectively—find that their profits are greater now that some of their competitors have been forced to leave the industry.  In short, competition creates winners and losers. The winners expand that grab a larger share of the market and often benefit from higher profits. The losers lose market share, earn lower profits and, perhaps eventually, are forced to leave the industry. Yet nothing is given. A firm that appears to be on the way out might suddenly find some change in the produce that consumers really like or might sudden introduces a product much preferred by consumers. And, firms that have been successful for year-after-year by reinvesting profits might find some innovation they have introduced fails and consumers stop buying from the previously successful firm. In competition, all bets are off. Yet, at some point, firms will fall far enough behind the others in the industry. These firms might leave the industry either by choice or they might do so because they are forced to declare bankruptcy. Alternatively, some firms that were unable to win in competition might seek to become small niche producers: specializing in the sale of that part of what the industry produces that is much lower profit than sold by the winning firms or which is sold in only a small amount and bigger firms are not interesting in producing that particular item. Not every firm losing the main battle within the industry is able to remake themselves as a niche producer: most firms that lose the main competition within the industry are forced to exit the industry. Once the losers have left, or found small and often low-profit niches within the industry, the firms that have won in competition now do battle among themselves. The new batch of winners soon becomes split into winners and new losers. G-World in this case is the loser and the Universe Corporation appears to be the winner which also defines the culprit of this situation.

However, the key to your business’ success doesn’t hinge on finding a completely empty field, but how you define your company and its place in the market. Here are four easy ways to set yourself apart and beat the competition in your industry. Identify a void in your industry–and fill it. Many first-time entrepreneurs make the mistake of thinking they need to blaze a new trail to be successful. Of course, the market always needs innovators, but a business doesn’t necessarily have to be revolutionary in order to succeed. Rather than struggling to come up with a brand new idea, take a look at your target industry and see where there’s a void to be filled. Then, figure out the best possible way to service that need and run with it. Starbucks wasn’t the first company to sell coffee, but they did reinvent the coffee shop by selling an experience along with a caffeine fix. These days there may be more than 17,000 Starbucks all over the world, but other coffeehouses around the country are finding a niche. From Smokey Row in Des Moines, Iowa, to Rock City Café in Rockland, Maine, local coffee shops are succeeding by promising more than a cup of coffee and a place to sit. They’re tapping into some of the most primal elements–community, connectedness, security and comfort. Your product and service may be similar in many aspects to that of the competition except for a few defining factors. Those are the key to everything. You should be great at all the basics, and then put your energy and focus on being exceptional at what makes you different. Create a customer-centric culture. When trainer Chris Stevenson wanted to open a fitness center in Southern California, many questioned the decision. Here he was, in the heart of the recession, starting a business in an area that was already saturated with multiple boutique gyms and two chain fitness centers competing for the same customers from the same nearby neighborhoods. Yet despite competing with huge chains with deep pockets and big advertising budgets, Stevenson Fitness is hugely successful today. Why? Chris focused on creating a one-of-a-kind culture at his company that expands upon people’s expectations of what a fitness center can be. There’s no intimidation or pretentiousness at Stevenson Fitness. Yes, it offers top-caliber facilities and a great range of classes, but what sets Stevenson Fitness apart is the friendly, approachable personality of the entire staff. The tagline “Your community, your gym” says it all. His company continues to grow because customers love what Chris’s company gives them. No matter how big your business gets and how much staff you bring on, I always advise business owners and top management to stay as close to their customers as possible. Talking to customers one-on-one is the best way to truly take the pulse of the market and to understand customer needs and how your company is doing. Don’t compete on price. Eager to attract customers, many small businesses feel the only way they can compete in their industry is to undercut the competition on price. I have to admit that my husband and I fell into this same trap with our company–we dropped our prices to unsustainable levels. Our business grew, customers were happy, more customers came in, yet we were nearly losing money with every new order. This happens to many small businesses in crowded markets. They find themselves running as fast as they can, yet they are still barely bringing in enough money to keep their operations afloat. Faced with this situation, what did we do? We repositioned from competing on price to competing on service. In a saturated market, someone will always be able (or willing) to absorb a lower cost than you. You’ll need to find a new way to stand out; for us, this was by offering personal service. We began providing free business consultations to everyone who wanted one. We increased our customer service. We also increased our prices to support the higher service levels, and we saw sales and repeat business rise. The key was defining who we were and what made us different, and then focusing on being as exceptional as possible in those differentiating areas. Remember that saturation can mean strength. A competitive and crowded industry indicates that customer demand exists, and that the market is viable. If you carve your own niche, there will be room for your business. If you’re considering starting a business, don’t be disheartened if a lot of other companies are already offering a similar kind of product or service. You should still look before you leap and do your research on how you can stand out, but don’t let the idea of a saturated market stand in your way.  You can beat the competition.

Also, the G-world’s expanding business is one of the key factors that drive their situation today and there are certain things that needed to be considered before expanding your business. First, are there economies of scale that will benefit an expanded operation? As your business increases in size, costs per unit fall, resulting in lower prices or higher profit - or both. You should only expand if economies of scale will allow your business either to sell your products or services at lower prices or to take more profit per item. How do you achieve economies of scale? By growing your business, you may be able to buy more. Instead of buying for a single store, you are now buying for two or three stores. Such high-volume purchases will allow you to get lower prices for everything from raw materials to transportation, and warehouse space - even cleaning services. You may also be in a better position to defend your business against price-cutting by your competitors. As you branch out to other markets, you may be able to sell more and increase your sales. Larger sales volume will allow you to offset lower per-unit profit. Your business may also benefit from having more resources, in terms of bigger and better premises, increased marketing resources and added product features that provide more value for customers. Your administrative costs-per-unit should also come down, as the costs like advertising; purchasing and other functions are spread among all your locations and products. Second, are your competitors expanding? Market intelligence should play a key part in your decision to expand your business. You may be able to get important clues about the market, and some indication about your competitor's situation. Getting information about your competitors can give you the leading edge, as it can show you ways in which your company benefit the customer and be unique. If your competitors are increasing their operations, it may mean that they have seen new, untapped opportunities in the market. Your competitors may have stumbled upon a good idea. If this is the case, you can do two things: wait and see how the competitor does, or follow the competitor's lead. By waiting for the results of a competitor's venture into a new area, you can verify for yourself whether demand really exists and the benefits outweigh the risks. Following your competitor's lead does not necessarily mean that you have to duplicate exactly what they are doing. Instead, you can use their ideas to stimulate your own thinking. If your competitor's expansion proved to be a mistake, then you can thank your lucky stars that it was not your business that was burned in a costly misjudgment. Third, can you finance the expansion internally? Before deciding, you need to study carefully the financial benefits of such an expansion, and whether your cash flow can support the additional investment. It is important to determine where and how you will get the money to pay for the additional inventory, new facilities or equipment. The ideal situation would be to expand only when you have already proven that demand exists for your products or services, as proven by your fat bottom line. If you need additional capital, whether a loan from the bank or an equity infusion, make sure that the new venture will be profitable enough to allow you to earn money and repay the loans. Many small businesses met untimely deaths with their aggressive growth strategy, only to find that they are buried deep in debt with no other recourse than to file for Chapter 11 bankruptcy or liquidate assets. Just like other business decisions, we must develop only when the risk is worth the take, though it may not always be desirable. Expansion of a company, big or small, needs time to study the factors that may hinder their development, though slow and steady, still is considered as growth.

2. What was Client’s X problem of not choosing Project One of G-World Company?

Client’s X problem of not choosing Project One of G – World Company is that the Project One may have become obsolete to their needs or the competitor company must have had offered them something that G – World has not. It is important to determine why a client is no longer working with you. In some cases, it will be a simple issue of time or money and has nothing to do with you at all. Be aware, however, that these may be easy excuses to give, when in fact the person is dissatisfied for some reason. When someone does decide to stop working with you, send them a thank-you note. You may also consider including a satisfaction survey with a pre stamped return envelope. The feedback you receive may not help you regain lost clients, but it could help you prevent further loss. Finally, if your client did leave on good terms and simply no longer needs your services, they may be willing to send you referrals. It never hurts to ask. The client might have expected more. Therefore they tend to transfer to the other company that might be able to stand to their expectations. You should try to set up an ‘exit’ interview and establish why you have lost their business. But be aware that clients may be reluctant to openly discuss issues immediately after they have defected. If you call, they may be thinking, ‘I thought I just got rid of you guys.’ Or they may prefer to be ‘polite’ about why they left. They may not see any benefit in raking over the details of a relationship they see as ended. Nevertheless, try to establish the reason for the defection, as this will help you formulate a strategy. Has the customer been drawn away by a competitor? If this is the case, you need to establish the competitor’s advantage. For example, are they competing on price or quality?  If the client went to a competitor because they were cheaper, you need to decide whether you can match or better their price. It may or may not be appropriate for you to do so. You might be selling a prestige product and do not want to go too far down market. The competitor may be offering product or service features that you do not. Can you upgrade to match them? If you do not win back a particular client, then upgrading may at least prevent further defections. A client may have left because their own economic circumstances and needs have changed. If this is the case you may want to do no more than tell them that your door is always open. Or perhaps they are moving and need a supplier that is geographically closer. In that case, you may want to explore e-business options. If the customer has left because of service problems or poor complaint resolution, then you need to apologize and make amends. Thank the client for the information and let them know you will take steps to deal with the issue. Don’t be too pushy. Be gracious, regardless of whether or not the customer seems open to the idea of renewing business ties. Don’t look desperate by offering too much. Your best option may be to find some way to keep the relationship alive. For example, see if you can angle for some portion of your previous business. Or get permission to contact the client again in a few months. If you can’t arrange another meeting, then settle on a strategy to stay in touch, whether by phone or through periodic marketing emails, brochures or letters. If you can’t win the customer back immediately, then make sure you make a note of their reasons for defection. Bear these reasons in mind when you re-establish contact. Conduct an interview to discover what worked and what did not work, and use this information to continuously improve your relationship with the client. Few clients will actually call you to share their concerns; the interview format gives them permission to do this – and provides you with valuable information. Do not be defensive; just listen. Make sure that you take concrete steps to correct any shortcomings in the process and let the client know exactly how you did this. Thank them for their honesty. If you are lucky, things may change in a few months or a year. People may have moved on to different positions within the company and this may be more favorable to you. The client may have lost corporate memory of any problems, or your competitors may be in trouble, in which case you may be well placed to restart the relationship. Sometimes it’s hard to pinpoint the definite reason why someone chooses to stop giving you his/her business. It can be hard to determine what complaints s/he had about you that led to the decision. Oftentimes, you are left with very little information. Working backwards to discover what went wrong can be very difficult. However, if you are prepared to ask a new client for a little time after the first sale or, even better, after s/he has been buying from you for a while, then you probably can determine the things that keep him or her coming back and buying from you.

After the relationship with your client gets past the new phase and is “long-term,” ask him/her why you get his/her business. There will be many reasons, not just one or two. In an economy in which organizations of all types and size are struggling to stay afloat, effective service is often a crucial factor in determining whether customers stay or go. The sad fact is that many owners and managers are so distracted with bottom line issues that they forget to focus time, attention and money on this pivotal issue until it is too late and customers have already defected. In reality, this is not a new phenomenon.

The following are six reasons that can cause organizations to lose market position and customers. In extreme cases, it can lead to organizations filing bankruptcy or failing completely.

1. Losing Customer Focus. If your organization is not customer-centric and does not invest the time and money to hire and train efficient and professional service providers, the chance of failure will increase significantly. It is not enough to create policies and procedures for your service team to initiate. You must make sure that front-line staff and their managers are taught to continually strive to go above and beyond in dealing with customers. This means training them in problem-solving and decision-making strategies as well as providing knowledge and tools to enhance communication and deal with all types of situations that might arise. Using role play and simulation activities in training can help accomplish these goals.

2. Taking a One-Size-Fits-All Approach. Today’s customer base is far more complex and diverse than ever before. Each group of existing and potential customers (e.g. ethnic, generational, cultural, and socio-economic) has specific preferences and needs. If your organization fails to recognize, understand and meet their expectations, you may find that competitors are doing just that. At the very least, your customers will begin to search for viable alternatives when you let them down.

A big part in developing service providers and managers who can effectively deal with a variety of customers and issues is to conduct diversity training. Programs that stress similarities rather than differences between groups and provide tools that can enhance customer-provider interactions, communication and understanding, are powerful. For example, if you share ways to recognize and understand non-verbal cues that vary between cultures, you potentially head off communication breakdowns. Similarly, if you provide information on various cultural and religious beliefs you can help your service team realize the importance of respecting and addressing individual and group needs and expectations.

3. Failing to Allow Front-Line Problem Resolution. Your service team must be trained to deal with all types of contingencies and customer situations. They must also be empowered to handle instances in which the traditional approach or policy does not work. This might mean allowing them to refund a customer’s money without a receipt, compensating for a poor service, food, or facility by writing off the cost of a meal or room stay, or providing free shipping to get products to a customer when a breakdown in your fulfillment system causes a delay.

Many managers decline to pass along levels of authority needed to resolve seemingly simple service breakdowns out of fear that someone will “give away the farm” or pass out gratuities needlessly. Often, a supervisor may fear that if they delegate authority, management will soon realize that they no longer need the supervisor. The bottom line is that if you hire the right people and train them well, you can actually stimulate their professional growth and dedication to the organization, and encourage them to make wise service decisions by allowing them to handle minor situations without your approval.

4. Using a Situational Approach to Service. Many supervisors and managers fail to think long-term when looking at service. They often take a reactive versus a proactive approach. For example, they might provide training to address a service breakdown rather than training front-line employees how to handle various situations before they arise. Similarly, they might initiate a service initiative like offering customer incentives to stimulate short-term sales goals without tying it to a long-term effort to market products and services in a manner that will encourage continued customer loyalty. Such limited thinking will ultimately cost more money by expending cash quickly without retaining customers and generating residual or continuing income.

5. Forgetting to Measure Service Levels. No matter what size organization you have, you must regularly gauge how well your service initiatives are performing. This is not as simple as asking a customer at the cash register, “Did you find everything you needed today.” Such efforts do little to identify real customer issues or needs. In many cases, they actually make your front-line people sound like trained parrots with little initiative or ability.

To really get to a needs level, you should employ a variety of data collection strategies using a variety of technology and vehicles. Some common means include surveys (e.g. satisfaction cards, telephone, fax and email follow-up, online surveys on your website, and in-person interviews). By putting more emphasis into your survey efforts you can enhance the quality and quantity of your customer feedback. Of course, cost will be a deciding factor in what you do. For example, if you have long-term customers that result in large sums of revenue, you might send a senior sales person or a mid-level manager to take your clients to lunch. Have them conduct an in-person interview with the customer to determine how they feel about products and services that you provide and elicit ways that you might improve. Such initiatives can result in continued business or reduction in your defection rate because you have personalized your approach to dealing with the customer.

6. Ignoring Your Service Providers. There have been a number of studies throughout the years that point to the fact that “employees do not leave organizations, they leave managers.” What this means is that if your supervisors and managers do not treat front-line employees with respect, allow them to grow personally and professionally, or provide feedback and incentives to keep them happy, they will likely leave. Contrary to what many managers believe, money is not the top reason why people stay with your organization. True, in a down-turned economy, many employees will stay put in order to keep receiving a salary and provide for their family. However, once things improve, they will likely bail out if they do not feel appreciated or valued.

To prevent potential problems, examine your policies to ensure that they are up to date and competitive in your industry. Periodically examine pay scales, job descriptions, and systems that impact employees (e.g. benefits, promotion and retirement). Also, provide ongoing training to employees to keep them current in their profession and to provide a vehicle for personal growth and satisfaction. Additionally, make sure that they are given opportunities to be involved in decision-making and discussions about issues that impact them personally (e.g. work hours, conditions, or planned changes to technology).

While there is no single answer to creating and maintaining customer loyalty, there are things that you can do to create a workplace environment that provides for the needs of your employees and customers. Also, by being aware of what is happening in other organizations within your industry, examining what competitors are doing, and staying abreast of environmental, political and economic issues that might affect your organization, you improve your chances for success.

3. How are they going to manage the sudden drop off of Project 2?

Before discussing on how are they going to manage the sudden drop off of Project 2, let us first discuss why do project fails at some point. There are project failures which occur due to some factors in project which can be classified into (1) critical (critical failure factors) and (2) traditional factors. These factors may be caused by (1) the project sponsor, (2) the project design, (3) the project supply chain management, (4) lack of adequate skills and competencies of the project manager, (5) project team, (6) external factors like politics and policies of the government of the area where the project is located; economic factors like interest rates, inflation, currency exchange rates, variation, fluctuation etc.; social issues like human resources management, workforce diversity, cultural difference, language barrier etc.; technology and information management; legal issues pertaining to statutory requirements of the project; the physical site of the project; and health and safety, and security issues concerning the materials, money, machines and man (workforce) on site. Trend reports still show that 70% of IT projects are over time, over budget or fail to deliver the required results. In today’s economic climate organizations are seeking to control costs. Wasted time, effort and money can no longer be tolerated. Coupled with the growing importance of IT, business managers demand improved project governance and project success. Failing projects are a risk to business operations. Here are some reasons why project fails: Poor sponsor involvement, passive involvement of senior management, not enough commitment at executive level, poor guidelines from senior management, poor management of executive level involvement; Poor end user involvement, poor business involvement throughout the project, poor management of user involvement by the project; Poor ongoing planning, not enough time and effort on planning, poor contingency planning; Poor time management, time needed, time allowed, unrealistic timescales; Resources being taken off projects, poor resource management in multi project environment; Scope change, specifications change over time because of poor scoping; Lack of leadership, too much focus on method and not on behavior, too little interpersonal skills; Poor project management discipline, poor project management practices and method, poor tooling, poor change management, poor risk management; Poor requirements specification, client uncommunicative; Wrong resources allocated (skills); Too internally focused, not enough alignment to changing business goals, not enough regulatory checks; Poor prioritization of projects, continual checking of business case, changing goals & demands of business; Unclear roles and responsibilities, role confusion, no accountability; Poor financial & costs management, poor checking of return on project investment, poor budgeting; Poor definition of outcomes, business case, how project supports business goals; Poor scope definitions; Poor knowledge capture, evaluation success and failure, learning from mistakes; Unmanaged expectations, unrealistic expectations; Poor quality management; Project managers without authority; Poor testing; Not enough focus on people, managing stakeholders, expectations, leadership; Too many projects in portfolio; Project results thrown over the wall. Recognizing them is one thing but what can you do to address them? One way is to confront people with the reasons and then let them change and improve themselves. By confronting people we don’t mean show them the list. We mean let them experience the fail factors, and let them see and feel the consequences. The next step is let THEM then define and test a solution and see, feel and experience the results. However you don’t want to do this is a live project environment! Why? For one thing it is too costly and risky, and two it takes too much effort and time to manage the learning process. That is why people are turning towards business simulations as an instrument for ‘learning-by-doing’. Place people into a simulated environment in which they can experience the failure factors and more importantly the success factors in 1 day. No risk, no wasted costs.

To manage the sudden drop off of a certain project called Project two because it is now considered as failure; here are some suggestions that might point in the right direction. Refocus the Scope. Begin by going back to the defining documents including your Charter, Statement of Work and approved Change Requests. Figure out what you have committed to accomplish. Conversely, document all of the things that were unofficially added to the project. What you are trying to obtain is a clear understanding of the commitments and the expectations of others. With these lists in hand, meet with the project sponsor (or similar key stakeholders) and agree on what should be part of the current effort. Draw up the Schedule. Based on the remaining effort and current resources, recalculate the schedule. Forget the deadlines placed on the project at this point. Given the amount of work and people available, determine a realistic timeframe to complete the revised scope. Determine the Cost. Find out what the budget is and how much has already been spent. After calculating the difference between the two amounts (hopefully it isn't negative) compare it to what remains to be done. Review Lessons Learned. Meet with the team and other stakeholders to determine where the project went wrong. Develop a list of steps to take in order to avoid the same thing happening next time. Develop Alternatives. Using the scope, schedule and cost information review the options available. Based on the Project Triangle scope, time and cost against each other, consider the impact of each of your options on those factors. Will your plan include adding more resources? Extending the date? Reducing the scope? Although "phase 2" is always the answer to most project jokes, it can be a solid alternative. In some extreme cases the right decision will be to cancel the project. Although an unpopular choice, some projects need to be dropped. Reduce the testing phase is usually the popular option, but I don't recommend it. Admit Reality. Once you have drawn up a couple of viable alternatives, present them to the management team. Begin with a healthy dose of reality. Management does not like going through the failed project dance. If they have to do it twice things get ugly. Lay out the situation, preferably without playing the blame game. Then present your plans for getting back on track. Let them help you talk through the options and make suggestions. Start Fresh. Issue a revised scope statement, obtain the funding, reset the schedule and obtain appropriate approvals. You have been given a new lease on your project. Work the plan and make sure to incorporate the lessons learned from your first attempt. Project Triangle: Picture a triangle where each of the three sides represents scope (or functionality), time and cost. If you change one side it impacts the other two. Reducing the size of the scope side will allow you to reduce the time and/or cost side. It is the same for the other sides as well. This is a standard and effective way to communicate the struggle between the three. Read between the lines. Once you start getting wind of problems such as schedule, quality, cost, resource conflicts or late status reports, then I’d recommend a one-on-one review with the applicable project manager as soon as possible to determine the project’s true status. Recognize what went wrong. Try and assess what the reasons were for the project failing in the first place. It’s no use simply blaming people. If the failure was due to bad estimation or planning, then efforts need to be put into place to correct any future projects following the same path. Determine what to do. Should you cancel a bad project or try and bring it back on track? Organizations faced with bad projects should first try and salvage their poor performers rather than canceling them. Educate your project staff. Training and education really go a long way to correcting bad project practices. Create Plan A, AA and AAA. Creating three plans is what I recommend to get started on building momentum. I like to call the three plans A, AA and AAA. I don’t like to think of the next plan of action to be A, B or C because you are building on top of your original plan. You may want to dump your original idea, but first figure out if you can make it better. Create plans that will make your project even stronger. Initiate and plan the right project. Most projects fail from the initiation and planning stage. It is therefore, very important that the right project must be initiated and planned. Project initiation and planning can be categorized under two forms, Achievable and Speculative. Achievable projects are the traditional (common) projects like manufacturing a bottle, building a house etc., and uncommon projects like going to the moon, separating conjoined twins, beating a great team in competition etc. Speculative projects are over-ambitious projects like moving human beings to the moon before end of the month; beating a great team in a game of football by five goals to naught; building a floating house in New York, eating 100 degree Fahrenheit hot pies in ten minutes etc. Projects must be SMART (SPECIFIC in term of description, MEASURABLE in term of performance, ACHIEVABLE in term of scope, and TIMELY in tem of schedule). Bogus and over-ambitious projects are likely to fail. Select quality team members. Though the overall performance of a project team does not solely depends on the individual qualities of the project team members, quality team members have impact and can easily blend in a team to achieve team cohesiveness. Powerful team managers are fond of selecting those professionals that they have worked with and found capable of achieving results. The scope of work, cost, time and quality of project will determine the type of team members to be selected for a team. Strategize for the task ahead with all stakeholders. Failure may be perception of some stakeholders who believe products would have been produced in a better way if they were involved. Project manager should strategized using the stakeholders in a project development. The project manager should organize regular stakeholders' meetings where the project brief will be developed. The stakeholders, which include the project sponsor (owners), the project team members, end-users and statutory authorities and government/s or and their/its agents who give approval for project development, should be involved before execution stage. For example, in the manufacture of computerized vehicles that can drive it without a driver, it is important to involve the end-users who will consume the product to assess their acceptability through opinion survey (market research), the government which will give approval and the professional auto designers who design to find out if the ambition is achievable. Eighty per cent of the meetings with stakeholders should be done within twenty percent of the time allocated. That is, if the project is to last for ten months and the stakeholders are scheduled to meet for fifty times, in the first two months (10% of time), the stakeholders must meet for forty times (80% of meetings). Try Out Your Plans. This is the step that most people fall flat. They want to take action, but they are still attached to their emotional baggage. If this is the case then go back to step one and complete the process and don’t move on until you are ready. Many people also fail to make strong enough plans that they believe in. They try to get their energy back up, but they can’t because they are still reeling from the first failure. Once again go back to step 1 and don’t move on until you are ready. When you have created a plan that you can get behind your action should come naturally. You shouldn’t have to force yourself to be motivated.

Developing an alternative methodology for project management founded on a leadership, stakeholder and risk management should lead to a better understanding of the management issues that may contribute to the successful delivery of information systems projects.

4. Is selling Project Two can satisfy what G-World is expecting?

            In answering these questions properly, we must take careful considerations of those things, both big and little, that the G-world Company is expecting the most because if we know and correctly understood what they are expecting, then we can make better judgment and opinion of their actions regarding the selling of their failing project which is Project Two. As I review further through the pages of this scenario and situation of the G-world Company, various things came striking and blowing my mind. Since it is an inevitable fact that the project two had been the primary cause of the G-World Company unfortunate situations and never ending problems, I should agree that project Two must be immediately sold to other company. I clearly understand that the main objective of the G-world company in selling the Project Two is to uplift back the former glory and reputation of the Project One which is their primary business. The Company primarily expected to have their mother business still alive and booming. And with their action, I think they got to invest more time and attention to their main business. If they want it to last longer and not to totally die, then it is a right choice to be happy and satisfy with. They greatly expected and believed that the action of selling Project Two will make up with the unfortunate situations and problems caused by problem two. For my own honest understanding and opinion, the action of really selling Project Two to the other companies will really satisfy what the G-world Company had expected which is to bring back the glory, reputation and the name of Project Two. I think it will be for the best if they will sell it and focused more in their mother business which is the Project One. If they really meant not to let their mother business die in vain, then it is appropriate that they will sell it into other companies. I am positively sure that their expectation will be paid and rewarded with great satisfactions and consumers’ or clients’ turnout. As I said they, if they would use the income generated from selling the Project Two in every proper ways possible, then the output of that will be very beneficial to their current situations that will surely satisfy the G-World Company. In many possible ways, the company can be very satisfied with the selling of the Project Two. One of the reasons that they will be starting to be satisfied is the fact that the distraction had been lifted of their shoulders. If the Project Two is totally sold to the other company, it would be better. The employees can adjust their full attention and focus to the matter in hand. It was like lifting a freezing thick fog out of the sight of every employee. It was more like putting a pair of reading glass to those ocular-impaired people. With this, employees may increase their performance because they are not destructed and no added tasks will keep them from performing their main duty. This progression and increase of competency and performance of the staff and employees is the first thing to be happy and satisfied with. If their efforts of delivering enough good quality in both their products and services will paid off and increase the number of clients that will love their services and products. This will be a very big incentive to the company and a great outcome to be satisfied with. If the things and stuffs that the company acquired from selling the Project Two will be put into used, I believed they must use it in a proper and appropriate way to both create and render better quality of services and products to the clients. If they wanted to expand their mass of clients then they do not need to risk their mother business like what they had done by establishing the Project Two. If ever they wanted to satisfy themselves from selling the Project Two, then they should make use of the income properly. If they want a mass expansion of the production of their sales, then they can start by republishing their names through creating an addictive commercial soundtrack that people will get last song syndromes. Also, they can grab the attentions of the clients and consumers if they really wanted to extend their scope. Reintroducing their products to the public may not be the best solution but it is worthy of trial and effort. If they want their brand and company to be known and be marked on the consumers’ brain and mind, they can reintroduce their products and service with far more better quality than before. Maybe they can make a real marketing strategy to make it sounds great again so that clients will come by to buy their products. At the very end, if it will be successful enough, then the G-world company would not regret and be satisfied that they had let go and sell the Project Two. They can create and publicize really catchy and persuasive commercial and promotional videos of their products and services and they can really make it more dramatic by adding a touch of real company-costumer relationship. Though this process may seem too long enough and the results are long term, it is worth the wait and satisfaction. It takes a lot of patience but as what all they say, patience is a virtue and every virtue has its own corresponding reward. If they are careful and painstaking enough to slowly uplift their company’s main business, then the time shall come that not only the stakeholders and CEO will be smiling and satisfied but also the employee as well. If it turned out that costumers and avid aficionados of the Project One will soon pouring in into the company for their products and services, then it is an assurance that the company will be satisfied with their course of actions and decisions. And somehow they will get consolations of satisfactions when one client will create a good chain reaction. You know, if a client likes how they rendered their services and products, and then he would tell his friends and family even his enemy about the good news of the good quality of the products and services. Then that friend of that client will try the company’s offered services and products and if he liked it, then the good news will be spread exponentially. The company might not have known that they name had already resurfaced in the industry they are in. there’s a lot of gimmick that they can do to capture the attention and bring back the trust of the clients t the company. They could incorporate a good quality service to the consumers and clients for free. This will also bring some stir to the mass. They will always love free things, stuffs and services. If the company can ensure god quality in these free services then clients will eventually go back to the company to avail services no matter how expensive it is. So long that they keep delivering services in time and in good quality, clients will come one after another. Though we are not forgetting the fact that this company has rival corporations that also matches their services and products which is the Universe Corporation, but then we cannot deny the fact that they really need to put life to their dying main business. If they really want to boom their business again, then sacrifices must be made and all measures must be considered. You know, a person cannot tell if you already succeeded if you haven’t done all the possible things that made it successful. Costumers will surely love a great taste of good quality of products and services. If they continue keeping Project Two to compliment the sales production of the Project One, then the result will be really detestable and unsatisfying because they will not be able to handle out the changes caused by the problem. If I were in their shoes, I will also sell that project two not only to add additional income, but to cut down the distraction that had been dragging the company down for how many years. We can see that the company can be successful again if and only if they will keep maintaining the good quality of service and products of the Company. These are just things that the clients love and having been entertained and rendered a service more than they had paid off will leave a mark on their head and no matter what, they will be remain loyal to the company. The greatest satisfaction that I can see that the company will love to accomplish and feel is that moment the G-World company has been dubbed as one of the top performing company when it comes to IT services and products serving with good quality. Yes, indeed. I confidently assumed that the actions of selling the Project Two will give them their own roads and ways to finally bring back their buried reputation and their previous glory. And that would be the best feeling not only for the stakeholders and the Chief Executive Officer but also the whole group of employees. Once the employees and the entire company felt happy of the outcome of their work then they will be motivated to double it up so that their costumer will love their products and services even further. At the very end, selling the Project Two to the other company is just the first step to be on the right side of the success. They will be soon seeing the happy summer of success if they really care of putting painstaking efforts and appropriate things to do. They should always make sure too that if they made a decision, they should weigh the nature of the choices, and their advantages and disadvantages, including the risks of the choices. For me, this whole course of action is just the beginning of their unending satisfactions. Though we cannot omit the fact that in a ride there is always a rough road, but sometimes, you need experience the bumps in order for you to realize what better plan and decision is best to answer your needs. I really know from the bottom of my heart that if they had corrected their methods in managing a project then it can give them better status in their company. Clients will be very satisfied if they received such grand services and product for the price they had paid. Just as you know, a costumer’s or client’s satisfaction is also the company’s satisfaction. Indeed it is true. In any company in the world, clients are your real variables in having a successful business. If G-world Company will continue giving the best that they can offer, then time will only tell that they had already been successful enough that they are able to tell for themselves that they had reach that level of satisfaction that a company should reach. Sometimes, it just takes the right decision and the right amount of effort and the right dosage of challenges on your way so that you can be totally successful. I just think that if they really made the next steps clear and in line with their goals and expectations, then they can be as successful as they can be and at the very peak of their life, they can say that the actions and the decision of selling project two before it is too late is worth it. For the past 20 years. The G-world company’s Project One had been in existence in aiding their clients. And seeing it lived and boom a level higher than their previous reputation will be such big honor and satisfaction. So, to sum it all up, G-world Company had been into some serious stuff and all, but a well plan decision and painstaking actions will eventually bring stability to the company. In short, selling Project Two will satisfy the expectations of the company no matter how long it takes.