Table of Contents
2.0 Identify and critically evaluate the key issues to be considered in the Strategic Transformation Change Programme.
3.0 Identify and critically evaluate the Programme Scope and Deliverables.
4.0 Identify and critically evaluate the estimating and scheduling issues for the Programme.
5.0 Identify the key strategic risks for the Programme.
6.0 Recommend how the organization organizes for the Programme considering its existing structures and challenges including the various projects.
7.0 Identify and critically evaluate Programme Control methods.
8.0 Critically evaluate the various contracting and supplier management methods.
2.0 Compare the advantages and disadvantages of two Project/program Management Frameworks
3.0 Critically justify your choice of frameworks and analyze why they are relevant to the Case Study highlighting the challenges faced.
4.0 Reflect on the choices and provide a clear recommendation for improving Project Management Performance within MBEG.
This paper identifies and critically evaluates the key issues to be considered in the Strategic Transformation Change Programme and specifically the Business Case for the acquisition of TBT including how this will be managed throughout the life of the Programme. Then, this paper identifies and critically evaluates the Programme Scope and Deliverables giving a detailed analysis of the closure of the Heavy Engineering Manufacturing Plant. Next, this paper identifies and critically evaluates the estimating and scheduling issues for the Programme.
Then, identify the key strategic risks for the Programme and recommend how the organization organizes for the Programme considering its existing structures and challenges. Next, this paper identifies and critically evaluates the Programme Control methods for managing the transformation. Finally, this paper evaluates the various Contracting and supplier management methods used in the Power Management Contract and provide a reasoned proposal for MBEG’s approach for future similar contracts
2.0 Identify and critically evaluate the key issues to be considered in the Strategic Transformation Change Programme
MBEG is now in negotiation to acquire large engineering, IT consultancy and project/program management consultancy, TBT, which has its main base and is headquartered in North America but has extensive operations around the world including in the UK. TBT is one of the leading organizations in these sectors, and MBEG considered that through this acquisition they would build competency and expertise in these growth areas without the need to grow organically.
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TBT also had significant expertise in Programme/project management and IT infrastructure Consultancy. The company would in effect be insourcing this expertise to combine with its existing limited consultancy services in all these areas. The aim was to build synergies with its other operations as part of vertical integration in order to give added value to its clients and customers and improve its margins/profitability.
The strategy was seen as providing the basis for the long term growth of the company. It was aimed at providing added value services to a range of clients across its Infrastructure Contracting portfolio which covers Power, Rail, Highways, and Infrastructure. It was also seen as an opportunity to develop expertise in the IT infrastructure business. Also, this represented geographical expansion given its limited exposure to the North American Market.
Strategic changes come in many forms for the modern company. It could be a new vertical focus, new leadership style, or innovative product pivot. A solid corporate strategy narrows the focus of the organization and lays the groundwork for growth and development. Every company needs a strategic plan. A bird’s eye view plan – make, sell, profit – is good enough to get any company up and running, but in order to innovate, grow, and develop, a company must narrow its vision.
A strategic plan helps companies slough off the things they aren’t good at doing so they can better focus on the things that they are. A strategic plan also lays the groundwork for improving those things that need a little (or a lot of) work. The right vision shows company leaders where to dedicate time, human capital, and budgetary resources. Alarmingly, 90% of organizations fail to effectively execute their strategic plans, according to Harvard Business School. Improperly executing a strategy leads to a lack of objectives for employees, improper resource allocation, lack of structure and leadership, and weak lines of communication………..
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