Case Sharp Printing Essay

Three years ago the Sharp depression (SP) strategic management group set a goal of having a color optical maser printer available for the consumer and small business trade for less than $200. A few months later the senior management met off-site to discuss the new product. The results of this conflux were a set of general expert specifications along with major deliverables, a product launch date, and a greet estimate based on prior experience.Shortly afterward, a run into was arranged for middle management explaining the project goals, major responsibilities, the project live on date, and importance of brush the product launch date within the terms estimate. Members of all departments involved attended the meeting. Excitement was high. Although every nonpareil saw the risks as high, the promised rewards for the gild and the personnel were emblazoned in their minds. A few participants questioned the legitimacy of the project eon and cost estimates.A couple of R&D people we re disquieted about the technology required to produce the high-quality product for less than $200. solitary(prenominal) if given the excitement of the moment, everyone agreed the project was worth doing and doable. The color laser printer project was to have the highest project priority in the company. Lauren was selected to be the project manager. She had 15 years of experience in printer purpose and manufacture, which included successful management of several projects related to printers for commercial markets.Since she was one of those uncomfortable with the project cost and date estimates, she felt getting thoroughly bottom-up time and cost estimates for the deliverables was her first concern. She quickly had a meeting with the significant stakeholders to create a WBS identifying the work packages and organizational social unit responsible for implementing the work packages. Lauren stressed she wanted time and cost estimates from those who would do the work or were the mo st knowledgeable, if possible. Getting estimates from more than one cite was encouraged. Estimates were due in two weeks.The compiled estimates were placed in the WBS/OBS. The alike(p) cost estimate seemed to be in error. The cost estimate was $1,250,000 over the senior management estimate this represents about a 20 per centum overrun The time estimate from the developed project network was only four months over the top management time estimate. Another meeting was scheduled with the significant stakeholders to check the estimates and to brainstorm for alternative solutions the cost and time estimates appeared to be reasonable. Some of the suggestions for the brainstorming session are listed below.