a) Using a problem-diagnoses scenario framework, what are the root causes of the problem? (20 marks) b) Based on your identified root causes in part 2a and your knowledge on how to write a good case, describe the additional information you will add in PART ONE of the case if you are required to expand the case from its existing length to five (5) pages. Make sure you describe in detail on how you will expand according to prologue, main body, and epilogue. (50 marks)

PROJECT MANAGEMENT EXCELLENCE AT ZELTA DCOR: WHAT WENT WRONG? It is June 6, Zubina's first day in her new position as a project executive for Zelta Dcor. A recent graduate of a prominent business school, Zubina is eagerly awaiting her first real-world problem. At approximately 8.30 am. it arrives in the form of status reports on several project managements status. At the top of an extensive computer printout is a handwritten note from Jeff, the chief operations manager: Attached you will find reports few of our projects which are currently problematic due to delays. Unfortunately, we don't keep compiled records in some of the areas. However, you're welcome to do so yourself. You Welcome aboard! Zelta Dcor had grown into the third largest supplier of chairs for both commercial and home use. Competition was fierce. Consumers would evaluate furniture on artistic design and quality. Each chair had to be available in at least twenty-five different colours. Most of Zelta Dcor's advertising and marketing funds were allocated to the two semi-annual home and garden trade shows and the annual furniture trade show. Missing and opportunity to display the new product at these trade shows could easily result in a six to twelve-month window of lost revenue. As Zubina started to study the report and she also talked to several key people in the company. The following comments were made during interviews: Engineering Interviews: We have a lot of work on our plates. We could finish our work if marketing stayed out of engineering." Marketing doesn't comprehend that we have more work to perform than only develop new products." To put out marketing fires, marketing wants everyone in engineering to halt what they're doing. Most of the time, I feel the issue is that marketing does not know what they want up front. This results in change." . "We are now working on 375 various engineering projects, including those requested by marketing. Why can't marketers understand our problems? Marketing Interviews: Our performance is dependent on the revenue produced by trade exhibits. Because new product development takes four to six months, we have to work hard on engineering to meet our marketing deadlines." Because of the time required to develop new products (4-6 months), we sometimes have to rush into projects without having a good definition of what is required. When a customer at a trade show gives us an idea for a new product, we rush to get the project underway for introduction at the new trade show. Sometimes we must work with the customer for month to get the information we need. "Why doesn't engineering understand marketing's problems?" Epilogue Zubina wrestled with the comments but was still somewhat perplexed. Marketing and engineering would never talk to one another. Functional team members refused to attend team meeting and spend most of their time working on their own "pet" project rather than the required work. She wondered if excellence in project management still be achieved. -End of case material