MBA641 Strategic Project Management Assignment

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MBA641 Strategic Project Management Assignment

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MBA641 Strategic Project Management Assignment

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Course Code: MBA641
University: Kaplan Business School

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Country: Australia

Question:
Write about the Portfolio of the DeGrandis Sporting Goods.
 
 
Answer:
Introduction
Portfolio of the DeGrandis Sporting Goods:
 
Three main projects that were undertaken by DeGrandis: Project A is based on DeGrandis Running Shoes Project B is based on Australian Olympic Committee (AOC) Partnership (Cohen 2017) Project C is based on Ladybird Sporting Apparel 
 
Strategic goals of DeGrandis 
 
The Strategic Goals:
 
1. Indulging in some of the techniques that would double the number of financial assets (Martinsuo and Killen 2014).
 
2. Formulating a technique to establish a connection with the suppliers from China.
 
3. Serving the customers with the best of the products that are of the best quality.  
Ethical standards of DeGrandis
The Ethical Standards:
 
Emphasising on the distinction between desired and unwanted selling procedures.
 
Engaging in the high standards of practice and applying the same in the business procedure (Herlihy and Corey 2014).
 
Refraining from all the types of unethical activities or misconduct attributes.
Strategies and Ethics of Project A
Strategic alignment:
 
The financial assets has been raised over by $5 million by the implementation of Project A.
 
The project process has been facilitated by the service of improved products.
Ethical alignment:
It was very much unethical for the project team that they refrained from having a discussion with the board of directors regarding the Chinese suppliers.
 
The project team diverted from indulging in the high standards of practice by engaging the child labours (Humphries 2013). 
Conclusion of Project A 
The project team was able to complete the concerned project and it was successfully launched.
 
Although the project team applied some of the techniques that included the involvement of the child labours violating the ethics (Jacob, Decker and Lugg 2016).  
 
There was a mismatch of the opinions between the project team and the board of directors as the project team did not consult them before initiating with the project. 
Recommendations for Project A1
It is recommended to the project team that in future the project team should consult with the board of directors.
 
The team is also recommended to refrain from all kinds of illegal activities or the activities that leads to the violation of the code of ethics (Okyere 2013).
 
Finally it is recommended to the project team to frame a code of conducts that would serve as the basic guidelines through which the company can deliver the needs. 
Strategies and Ethics of Project B 
Strategic alignment:
 
The strategic goals of the project were rightly met since it was in exact alignment of the company strategies of identification of the key stakeholders.
 
The project team missed the opportunity to finish the project within the dedicated timeframe. 
Ethical alignment:
The project team violated the code of ethics when the scandal regarding the bribing of an official of Austrlian Olympic Committee (AOC) came up.
 
The reputation of the company was damaged as well due to this type of misconduct (Fleming and Koppelman 2016).  
Conclusion of Project B 
Due to the reluctance from the side of the project team, the project was subjected to allegations.
 
The designated deadline for the project was not met but it managed to increase the company sales (Dolabi, Afshar and Abbasnia 2014).
 
One of the major scandals regarding the bribing of an AOC official created a lot of controversies. 
Recommendations for Project B 
It is recommended to the project team that they should strive to complete the future projects within the given timeframe.
 
The team is also recommended to refrain from all kinds of illegal activities or the activities that leads to the violation of the code of ethics (Evans 2016).
 
No matter what the priority of the project should always be the concern for the project team but no by neglecting the ethical guidelines. 
Recommendations for Project C 
Not only the requirements of the products should be given all the importance but also the quality of the products should be noticed
 
The team is also recommended to give enough attention to the quality of the products and it should be improved (Goetsch and Davis 2014).
 
Finally it is recommended to the project team must take measures so that in future, the potential loss in the customers can be minimised. 
References
Armour, J., Mayer, C. and Polo, A., 2017. Regulatory sanctions and reputational damage in financial markets. Journal of Financial and Quantitative Analysis, 52(4), pp.1429-1448.
 
Cohen, E., 2017. CSR for HR: A necessary partnership for advancing responsible business practices. Routledge.
 
Dolabi, H.R.Z., Afshar, A. and Abbasnia, R., 2014. CPM/LOB scheduling method for project deadline constraint satisfaction. Automation in Construction, 48, pp.107-118.
 
Evans, L.S., 2016. Enterprise dispute resolution: full disclosure and early offer policies in the event of an indisputable medical error. Journal of Health Care Finance, 42(4).
 
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute. Freeman, C., 2013. Economics of industrial innovation. Routledge.
 
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Herlihy, B. and Corey, G., 2014. ACA ethical standards casebook. John Wiley & Sons. Humphries, J., 2013.
 
Childhood and child labour in the British industrial revolution 1. The Economic History Review, 66(2), pp.395-418.
 
Jacob, S., Decker, D.M. and Lugg, E.T., 2016. Ethics and law for school psychologists. John Wiley & Sons. Martínez-Torres, M.R., 2013. Application of evolutionary computation techniques for the identification of innovators in open innovation communities. Expert Systems with Applications, 40(7), pp.2503-2510.
 
Martinsuo, M. and Killen, C.P., 2014. Value management in project portfolios: Identifying and assessing strategic value. Project Management Journal, 45(5), pp.56-70.
 
Miao, C.F. and Evans, K.R., 2013. The interactive effects of sales control systems on salesperson performance: a job demands–resources perspective. Journal of the Academy of Marketing Science, 41(1), pp.73-90.
 
Naldi, M., Nicosia, G., Pacifici, A. and Pferschy, U., 2016. Maximin fairness in project budget allocation. Electronic Notes in Discrete Mathematics, 55, pp.65-68.
 
Okyere, S., 2013. Are working children’s rights and child labour abolition complementary or opposing realms?. International Social Work, 56(1), pp.80-91.
 
Singh, H. and Sharma, H., 2013. Consumer Perception toward s the Quality Marks of Products. International Journal of Management and Social Sciences Research, 2(9), pp.50-53. Souca, M.L., 2014. Customer dissatisfaction and delight: completely different concepts, or part of a satisfaction continuum?. Management & Marketing, 9(1).
 
Tatikonda, L.U., 2013. The hidden costs of customer dissatisfaction. Management Accounting Quarterly, 14(3), p.34. 

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