1 Eileen Chen IST 302 Crosby Manufacturing Corporation Case Study
Introduction
The Crosby Manufacturing Corporation lineament study presented a $250-million-a-year electronics component manufacturing firm in motive of a new system to help them grow their business, change their insures, and increase their customer base. Wilfred Livingston, president, wanted to computerize their spew financial reporting procedure and replace their current computer with a more advanced and capable model. He responded to the government present a renewed interest in working with the stomach by calling a meeting with department managers from project management, cost accounting, management information system (MIS), data processing, and planning. The cardinal main issues with this slip-up are the way the project basis meeting was carried out, the exclusion of the key stake holders on the project, and the leaders of the project manager. The stakeholders of the project are the president and project jockstrap (Wilfred Livingston), project manager (Tim Emary), and department managers from project management, MIS, cost accounting, electronic data processing and planning. The success of the project truly relies on how the project is managed. If those four main issues are not resolved, period and money will be wasted as the project fails.
Competent, responsible project managers are key to the success of these projects (Wysock, 2007, p. 1). With the justly and best fit project manager, the other three issues should be resolved.
Literature and Research Review
The sources that I have used to stick on the facts, stakeholders, problems, analysis, plan of action, consequences or the conclusions of the submission are the IST 302 course textbook, scholarly articles from journal publications found through Google Scholars, various reliable websites, and the scope and experiences I have had personally. I applied my knowledge and analytical
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