Assignment: Selling Executives on Project Management 

Read the Case titled "Selling Executives on Project Management." Write a one to two (1-2) page paper in which you:

1  Analyze the fundamental reasons why the executives in the case refused to listen to their own employees but were willing to listen to a consultant. Discuss the main reasons why the executives still seemed apprehensive even after the consultant's presentation.

2  Imagine that you are the consultant from the case study. Speculate on three (3) strategies that you could employ to get the executives to understand your point of view and thus support your project management recommendations.

3  Use at least three (3) quality references. Note: Wikipedia and other Websites do not quality as academic resources.

Your assignment must follow these formatting requirements:

• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student's name, the professor's name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

• Analyze the role of executive management in the life of a project.
• Apply the project manager's critical skills, in terms of project leadership, team building, time management, conflict management, and effective communication with executive sponsors, peers, team members, and project clients.
• Use technology and information resources to research issues in project management.

Write clearly and concisely about project management using proper writing mechanics.

Case Study

The executives at LevonCorpoatino watched as their revenue stream diminished and refused to listen to their own employees that were arguing that project management implementation was necessary for growth. Finally, the executives agreed to listen to a presentation by a project management consultant.

Levon Corporation had been reasonably successful for almost twenty years as an electronics component manufacturer. The company was a hybrid between project-driven and non-project-driven businesses. A large portion of its business came from development of customized products for government agencies and private-sector companies around the world.

The customized or project-driven portion of the business was beginning to erode. Even though Levon's reputation was good, the majority of these contracts were awarded through competitive bidding. Every customer's request for proposal asked for a section on the contractor's project management capability. Levon had no real project management capability. Since most of the contracts were awarded on points rather than going to the lowest bidder, Levon was constantly downgraded in the evaluation of the proposals because of no project management capability.

The sales and marketing personnel continuously expressed their concerns to senior management, but the concerns fell upon dear ears. Management was afraid that their support of project management could result in a shift in the balance of power in the company. Also, whatever executive ended up with control of the project management function could become more powerful than the other executives.

Reluctantly, the executives agreed to hire a project management consultant. The consultant was asked to identify the gaps between Levon and the rest of the industry and to show how project management could benefit the company. The consultant was also asked to identify the responsibilities of senior management once project management is implemented.

After a few weeks of research, the consultant was ready to make his presentation before the senior staff. The first slide that the consultant presented showed that Levon's revenue stream was not as good as they thought. Levon was certainly lagging the industry average and the distance between Levon and the industry leader was getting larger.

The consultant had developed a project management maturity factor based upon such elements as time, cost, meeting scope, ability to handle risks, providing quality products, and customer interfacing and reporting. Using the project management maturity factor, the consultant showed that Levon's understanding and use of project management were lagging the industry trend.

The consultant then showed a slide, which clearly illustrated that, unless Levon takes decisive action to improve its project management capability, the gap will certainly increase. The executives seemed to understand this but the consultant could still see their apprehension in supporting project management.

1. Why did the executives refuse to listen to their own employees but were willing to listen to a consultant?

2. Was the consultant correct in beginning the presentation by showing the gap between Levon and the rest of the industry?

3. Why did the executives still seem apprehensive even after the consultant's presentation?

4. What should the consultant say next to get the executives to understand and support project management?