Executing The Project (BADM-635-A02) : Activity 1

Executing the Project
(BADM-635-A02)
Activity 1
Keflavik Paper is an organization that has lately been facing serious problems with
the results of its projects. Specifically, the company’s project development record
has been spotty: While some projects have been delivered on time, others have been
late. Budgets are routinely overrun, and product performance has been inconsistent,
with the results of some projects yielding good returns and others losing money.
They have hired a consultant to investigate some of the principal causes that are
underlying these problems, and he believes that the primary problem is not how
project are run but how they are selected in the first place. Specifically, there is little
attention paid to the need to consider strategic fit and portfolio management in
selecting new projects. This case is intended to get students thinking of alternative
screening measures that could potentially be used when deciding whether or not to
invest in a new project.
Questions:1.Keflavik Paper presents a good example of the dangers of excessive reliance on one
screening technique (discounted cash flows). How might excessive or exclusive reliance on other
screening methods discussed in this chapter lead to similar problems?
Some measures that allow us to screen projects may lead to the wrong conclusions; for example,
suppose that we selected projects in construction settings for their aesthetic appeal and ability to
promote our name across the industry. If insufficient attention was then paid to issues such as
cost of the project or safety concerns, we may be selecting projects that will ultimately damage
our reputation or drive us out of business. Instructors should probe various screening techniques
for their strengths and weaknesses to ultimately demonstrate that effective screening methods
usually rely on multiple, complementary measures for selecting projects.
2.Assume that you are responsible for maintaining Keflavik’s project portfolio. Name some key
criteria that you believe should be used in evaluating all new projects before they are added to
the current portfolio.
Students can use this as a brain-storming exercise. Among the criteria they could list are: 1)
relationship to current projects or products the company carries, 2) new market penetration
potential, 3) technological feasibility, and 4) cost of development. This is a short list and
students could potentially add several other criteria to it.
3.What does this case demonstrate about the affect of poor project screening methods on a firm’s
ability to manage its projects effectively?
The firm’s ad hoc approach to project selection demonstrates that even taking on projects that
could yield strong cash flows may injure the organization due to its inability to manage them
well. Further, it highlights the dangers of using either a single or one heavily weighted criterion
for project selection. Successful project portfolios are consciously constructed and managed as a
coherent whole, not simply a collection of diverse opportunities.
Case Study 4.1—In Search of Effective Project Managers

This case involves Pureswing Golf, and illustrates the problems when organizations
attempt to locate competent project managers without any systematic plan for
identifying and training good potential candidates. They are discovering that the
“voluntary approach,” whereby new project managers are solicited seemingly at
random from around the company, simply does not work. Many of these individuals
likely do not have the skills or a reasonable understanding of what it takes to manage
projects effectively.
Questions
1. Imagine you are a human resources professional at Pureswing who has been
assigned to develop a program for recruiting new project managers. Design a job
description for the position.
2. What qualities and personal characteristics support a higher likelihood of
success as a project manager?
3. What qualities and personal characteristics would make it difficult to be a
successful project manager?
References:
 Pinto K. (2016). Project Management: Achieving Competitive Advantage, 4th ed.
Boston: Pearson

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Executing the Project

invest in a new project.

screening methods discussed in this chapter lead to similar problems?

usually rely on multiple, complementary measures for selecting projects.

the current portfolio.

students could potentially add several other criteria to it.

ability to manage its projects effectively?

coherent whole, not simply a collection of diverse opportunities.

Case Study 4.1—In Search of Effective Project Managers

 Pinto K. (2016). Project Management: Achieving Competitive Advantage, 4th ed.

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