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Sharp Printing, AG (Portfolio Project)

By: Bruce Kastner August 18, 2013. Sharp Printing, AG (Portfolio Project). Introduction:. This portfolio project was based on the textbook scenario on pages 149-151, Sharp Printing, AG.

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Sharp Printing, AG (Portfolio Project)

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  1. By: Bruce Kastner August 18, 2013 Sharp Printing, AG (Portfolio Project)

  2. Introduction: • This portfolio project was based on the textbook scenario on pages 149-151, Sharp Printing, AG. • This presentation is from the fictional perspective of a team working to assist the project as a hired consultant. (Kastner, 2013, p. 1-17),

  3. About Sharp Printing • Printer Manufacturer • Senior management has indicated a new project will be undertaken that will save the company and promises rewards to emplyees (Kastner, 2013, p. 3-4) (Larson and Gray, 2011, p. 150)

  4. PrinterProjectPurpose & Scope • Design and produce a printer for consumer and small business • To retail for less than $200 • Budget has been set by senior management • New R&D needed (Kastner, 2013, p. 3-4) (Larson and Gray, 2011, p. 249-250)

  5. Project Limits & Exclusions • Budget cannot be exceeded • Schedule must be adhered to • New R&D will be required (Kastner, 2013, p. 3-4)

  6. What Needed to Happen • Bottom-up approach in regards to budget and schedule • Improve senior leadership information flow • Project manager inputs • Design Team technological concerns (Kastner, 2013, p. 5)

  7. Project Constraints • Budget • Schedule • Technological Constraints (Kastner, 2013, p. 5-6)

  8. Resources Required • Budget • R&D • Marketing • Design • Production and assembly (Kastner, 2013, p. 7)

  9. Resource Responsibility

  10. Timeline

  11. Costs

  12. Return on Investment • Extreme importance placed on adherence to budget • Use NPV calculations to determine project value (Kastner, 2013, p. 11-13)

  13. Risk Assessment

  14. Risk Assessment (cont.)

  15. Tracking Progress • Use various controls to focus efforts & inform stakeholders • Use if cybernetic controls • Go/No Go controls • Post control • Use of Milestones (Kastner, 2013, p. 15-16)

  16. Conclusion / Summary • Current situation • What needed to occur • Constraints • Resources required • Resource responsibility • Project timeline • Costs • Return on investment • Risk assessment • Tracking progress (Kastner, 2013, p. 1-17)

  17. Bibliography • Brealey, R. A., Myers, S. C., & Allen, F. (2011). Principles of Corporate Finance (10th ed.). New York, NY: McGraw-Hill Irwin. • Ferrell, Fraedrich, Ferrell (2008). Business Ethics. Houghton Mifflin Company • Ford, D. N., & Bhargav, S. (2006). Project management quality and the value of flexible strategies. Engineering, Construction and Architectural Management, 13(3), 275-289. doi:http://dx.doi.org/10.1108/09699980610669697

  18. Bibliography (cont.) • Larson, Erik W., Gray, Clifford F. (2011). Project Management: The Managerial Process. McGraw-Hill/Irwin. New York, NY. • Mathur, G., Jugdev, K., & Fung, T. S. (2013). Project management assets and project management performance outcomes. Management Research Review, 36(2), 112-135. doi:http://dx.doi.org/10.1108/01409171311292234 • Murphy, A., & Ledwith, A. (2007). Project management tools and techniques in high-technology SMEs. Management Research News, 30(2), 153-166. doi:http://dx.doi.org/10.1108/01409170710722973

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