Case Study Of Reson

INTRODUCTION:

1. What were Reson’s Managerial Challenges at the beginning of the 1990?

Reson manufactured underwater acoustics and high-power ultrasonic equipment along with components for underwater measurement system. They manufactured Their main customer base was the defense industry. They took up to 3 years for product development which was a really long time. They did not fully utilize their potential which proved to be disadvantageous for them.

Even though Reson was well established by the end of 1980, they wanted to expand their customer base. They knew they were in a risky position since most of their business was with the defense industry. They managed to expand by setting up a

-They carried out psychological mapping and training of employees and teams. Reson tried to organize teams with people who would be able to work better based on their strengths and weaknesses. They tried to reorganize the way the groups worked, specially the R&D team which needed to be focused on. For instance, a young employee headed the R&D team because the company felt that young employees bring in new ideas and a high technology environment.

3. What are the key elements in Reson’s new approach to project management, and in your opinion, which are the most important?

Reson took a new approach to manage their projects better. They gave priority to 6 important factors which need to be worked upon to achieve their objectives.

-Profit: Employees must contribute towards ways to improve the profit figures for the company and plan so as to to achieve this effectively.

-Customers: The company felt the importance of being customer-centric and innovate by adapting to customer

What is your general experience of project management performance in your organization? What are typical reasons for low performance in project management?

Project management How can it be successful…

Project management is said to be completed within time when it completed within the “triple constraints”: cost, time and quality. And in a lot of causes, one them is sacrificed so as to meet the other two. Project managers prioritize which ones are the most important.

However, project management failures are very common. It can be caused by one factor or even a cumulative set of factors.

Some of the reasons why projects perform low are discussed below:

1. Often, the goals and visions of the projects are not clearly discussed. The project management team doesn’t understand the needs of the organization.

2. Sometimes, the stakeholders of the projects have their own personal objectives which become a hindrance in carrying out the project successfully.

3. Lack of coordination between the project management team causes the project to work at a much slower rate than estimated.

4. Very often, the project manager is deemed to be responsible for the entire project which causes the rest of the team to contribute lesser towards the achievement of