A Assignment #2 Project Integration Simulation (Due Date June 23, 2023) (Page 405-406 in Textbook) Packer Telecom The rapid growth of the telecom industry made it apparent to Packer's executives that risk management must be performed on all development project. If Packer was late in the introduction of a new product, then market share would be lost. Furthermore, Packer could lose valuable opportunities to partner with other companies if Packer was regarded as being behind the learning curve with regard to new product development. Another problem facing Packer was the amount of money being committed to R&D. Typical companies spend 8 to 10 percent of earnings on R&D, whereas in the telecom industry, the number may be as high as 15 to 18 percent. Packer was spending 20 percent on R&D, and only a small percentage of the projects that started out in the conceptual phase ever reached the commercialization phase, where Packer could expect to recover its R&D costs. Management attributed the problem to a lack of effective risk management. THE MEETING PM: "I have spent a great deal of time trying to benchmark best practices in risk management. I was amazed to find that most companies are in the same boat as us, with very little knowledge in risk management. From the limited results I have found from other companies, I have been able to develop a risk management template for us to use." Sponsor: "I've read over your report and looked at your templates. You have words and expressions in the templates that we don't use here at Packer. This concerns me greatly. Do we have to change the way we manage projects to use these templates? Are we expected to make major changes to our existing project management methodology?" Nor Font Tim Bolo B Chara Text Co ll > Spac > Bulle Drop

Assignment \#2 Project Integration Simulation (Due Date June 23, 2023) Packer Telecom (Page 405-406 in Textbook) The rapid growth of the telecom industry made it apparent to Packer's executives that risk management must be performed on all development projecs. If Packer was late in the introduction of a new product, then market share would be lost. Furthermore, Packer could lose valuable opportunities to partner with other companies if Packer was regarded as being behind the learning curve with regard to new product development. Another problem facing Packer was the amount of money being committed to R\&D. Typical companies spend 8 to 10 percent of earnings on R\&D, whereas in the telecom industry, the number may be as high as 15 to 18 percent. Packer was spending 20 percent on R&D, and only a small percentage of the projects that started out in the conceptual phase ever reached the commercialization phase, where Packer could expect to recover its R\&D costs. Management attributed the problem to a lack of effective risk management. THE MEETING PM : "I have spent a great deal of time trying to benchmark best practices in risk management. I was amazed to find that most companies are in the same boat as us, with very little knowledge in risk management. From the limited results I have found from other companies, I have been able to develop a risk management template for us to use." Sponsor: "I've read over your report and looked at your templates. You have words and expressions in the templates that we don't use here at Packer. This concerns me greatly. Do we have to change the way we manage projects to use these templates? Are we expected to make major changes to our existing project management methodology