Case Study for Sona Enterprise

Read the following Case study and answer the questions that follow. Sona Enterprises In its 50+ year history, Sona has excelled in manufacturing specialized construction equipment. Recently, management has noticed that manufacturing productivity and quality has been falling behind the competitors. In response, several projects were launched, one of which was to focus on reengineering the factory layout. Management tasked a two - tier team to get the job done. The first tier was the core project team, a cross - functional group of middle managers responsible for managing the project effort. The second tier, the extended team of manufacturing specialists, oversaw doing the project work. ER Faced with the lack of a formal project management process and experience, the core team received basic project management training before hiring a consultant who helped develop a detailed CPM schedule. Gearing to launch the execution, the core team explained the CPM schedule to the extended team members, asking them to get the work started and to report progress in a week. The problem was, the extended team members commented, that because of CPM's complexity, they were not able to use it as a basis for planning, organizing, and reporting. A few days later, a quality improvement project (QIP) including members from both teams was chartered to find a solution to the problem. Read the following Case study and answer the questions that follow. Sona Enterprises In its 50+ year history, Sona has excelled in manufacturing specialized construction equipment. Recently, management has noticed that manufacturing productivity and quality has been falling behind the competitors. In response, several projects were launched, one of which was to focus on reengineering the factory layout. Management tasked a two - tier team to get the job done. The first tier was the core project team, a cross - functional group of middle managers responsible for managing the project effort. The second tier, the extended team of manufacturing specialists, oversaw doing the project work. ER Faced with the lack of a formal project management process and experience, the core team received basic project management training before hiring a consultant who helped develop a detailed CPM schedule. Gearing to launch the execution, the core team explained the CPM schedule to the extended team members, asking them to get the work started and to report progress in a week. The problem was, the extended team members commented, that because of CPM's complexity, they were not able to use it as a basis for planning, organizing, and reporting. A few days later, a quality improvement project (QIP) including members from both teams was chartered to find a solution to the