Dept

$($A$).$ INSTRUCTIONS: Read the article below and answer all questions that follow.

Article: Macon, Inc

Macon was a fifty$-$year$-$old company in the business of developing test equipment for the tire industry. The company had a history of segregated departments with very focused functional line managers. The company had two major technical competition.

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Because of the strong autonomy of the departments, internal competition existed. Line managers were frequently competing with one another rather than focusing on the best interest of Macon. Each would hope the other would be the cause for project delays instead of working together to avoid project delays altogether. Once dates slipped, fingers were pointed and the problem would worsen over time. $-$ Pain tiry finge

One of Jlyacon's customers had a service department that always blamed engineering for all of their problems. If the ghachine was not assembled correctly, it was engineering's fault for not documenting it clearly enough. If a component As might be expected, engineering would blame most problems on production claiming that production the equipment correctly and did not maintain the proper level of quality. Engineering would design a product it over the fence to production without ever going down to the manufacturing floor to help with its assen throw suggestions reported from production to engineeringwere being ignored. Engineers often perceived the assers. Errors or

Production ultimately assembled the product and shipped it out to the customer. Oftentimes during assembly, the production people would change the design as they saw fit without involving engineering. This would cause severe problems with documentation. Customer service, would later inform engineering that the documentatiopwas incorrect, once again causing conflict among all departments.

The president of Macon was a strong believer in project management. Unfortunately, his preaching fell upon deaf ears. The culture was just too strong. Projects were failing miserably. Some failures were attributed to the lack of sponsorship or commitment from line managers. One project failed as the result of a project leader who failed to control scope. Each day the project would fall further behind because work was being added with very little regard for the project's completion date. wiflel delay in shipping dates was creating more and more frustration for the customers. The customers began assigning their own project managers as "watchdogs" to look out for their companies' best interests. The primary function of these $"\text{'}$watchdog$"$ project managers was to ensure that the equipment purchased would be delivered gn time and complete. This involvement by the customers was becoming more prominent than ever before. Empley al causre a dogs Which The president decided that action was needed to achieve some degree of excellence in project management. The questio was what action to take, and when.

Source: Kerzner $(2019)$

QUESTION $1$

$(10$ Marks$)$

Identify and analyse the main project scope and time management issues at Macon, Inc.

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QUESTION $2$

$(20$ Marks$)$

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What action would you advise the president to take to "achieve some degree of excellence in project management"