Read the case study carefully and answer the question in a very detailed manner

Question -

Assume you are Lynne and you are reviewing the first draft of the Project Charter completed by your Project Coordinator. It is critical that the definition of project success is correct as it will serve as the basis of your success and the success of the project. How do you think project success should be measured? Apply your critical thinking and ensure your response is in your own language

Case study -

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Good Products Inc. ("Good Products") is a very successful UK based multinational corporation (MNC) with operations in more than 60 countries and regions. Good Products is a consumer goods corporation that defines its purpose as helping people live healthier lives. They employ over 40,000 people in 6 continents. Since the late 1800s, Good Products has been widely successful in Europe. In 2018, with a desire to continue their global expansion, they acquired a consumer goods company in New Jersey, USA. Good Products' CEO, Philip Cowell was very proud of his latest acquisition. Integrating this newly acquired company presented many challenges. The American company's information technology systems were quite antiquated. In addition, organizational cultures were very different. Good Products often changed the "rules" in the industry and hired innovative leaders who were not afraid to make mistakes. The Good Products organization was also very skilled at managing change. They were committed to empowering teams to experiment and learn. This was a key success factor behind their continued international growth. On the other hand, the American company was very invested in an accelerating stock price and heavily penalized executives who failed to achieve goals. In addition, the organizational structures of the two companies were very different. Good Products had a product orientation and the American company was highly fragmented along functional lines. This fragmentation often resulted in a lot of departmental conflict. Given the breadth of organizational change required, Good Products hired a management consulting firm to help them successfully complete the integration of the newly acquired American company. Lynne Harris was a project management professional from the management consulting firm. Lynne was asked to put together a plan to implement Good Products' CRM system (Salesforce) into the newly acquired American company's operations. Before beginning this assignment in New Jersey, she spent 3 weeks with Good Products' architecture development team located at the company headquarters in London, England. This gave her an opportunity to review how Salesforce was configured for the Good Products organization. Lynne had just finished a project assignment with Good Products' Home Health Division in France and she was eager to remain with this organization as she had developed many wonderful relationships. Lynne and her former project team received a significant bonus for their success as they finished their last assignment significantly under budget and ahead of schedule. Lynne was confident her success with Good Products would continue and the Good Products Inc. ("Good Products") is a very successful UK based multinational corporation (MNC) with operations in more than 60 countries and regions. Good Products is a consumer goods corporation that defines its purpose as helping people live healthier lives. They employ over 40,000 people in 6 continents. Since the late 1800s, Good Products has been widely successful in Europe. In 2018, with a desire to continue their global expansion, they acquired a consumer goods company in New Jersey, USA. Good Products' CEO, Philip Cowell was very proud of his latest acquisition. Integrating this newly acquired company presented many challenges. The American company's information technology systems were quite antiquated. In addition, organizational cultures were very different. Good Products often changed the "rules" in the industry and hired innovative leaders who were not afraid to make mistakes. The Good Products organization was also very skilled at managing change. They were committed to empowering teams to experiment and learn. This was a key success factor behind their continued international growth. On the other hand, the American company was very invested in an accelerating stock price and heavily penalized executives who failed to achieve goals. In addition, the organizational structures of the two companies were very different. Good Products had a product orientation and the American company was highly fragmented along functional lines. This fragmentation often resulted in a lot of departmental conflict. Given the breadth of organizational change required, Good Products hired a management consulting firm to help them successfully complete the integration of the newly acquired American company. Lynne Harris was a project management professional from the management consulting firm. Lynne was asked to put together a plan to implement Good Products' CRM system (Salesforce) into the newly acquired American company's operations. Before beginning this assignment in New Jersey, she spent 3 weeks with Good Products' architecture development team located at the company headquarters in London, England. This gave her an opportunity to review how Salesforce was configured for the Good Products organization. Lynne had just finished a project assignment with Good Products' Home Health Division in France and she was eager to remain with this organization as she had developed many wonderful relationships. Lynne and her former project team received a significant bonus for their success as they finished their last assignment significantly under budget and ahead of schedule. Lynne was confident her success with Good Products would continue and the

Answer rating: 100% (QA)

Project success can be measured in various ways depending on the goals and objectives of the project In the case of Lynne and the implementation of the CRM system at the newly acquired American compan... View the full answer