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Problem Solution: Harrison-Keyes Inc.

“Control is the process of comparing actual performance against plan to identify deviations, evaluate possible alternative courses of actions, and take appropriate corrective action” (Gray & Larson, 2005). A key business process for any project is to know how well it is accomplishing its goals by measuring performance and progress. In reality the theory is not recognized seriously. The Project Management Institute® (PMI®) estimates that the United States spends $2.3 trillion on projects each year. Unfortunately, studies show that most of these projects will not succeed. The Standish Group reports that only 29% of all projects are actually delivered on time, within budget, and to specification. According to the PMI Fact Book, nearly 90% of all companies lack the strategy to manage properly their project portfolio; only 17.6% of companies have standard project management processes in place (Global Knowledge, 2008). Harrison-Keyes’ issues fall into the same categories of “project control process.” In this paper project management control plan will be discussed to find a solution for Harrison-Keyes.
Describe the Situation
Issue and Opportunity Identification
The senior management team of Harrison-Keyes is not unified in support of e-book system. The newly hired CEO, Williams Guardo, who replaces resigned CEO Meg McGill, is not in favor of e-book system, whereas the management team is in the confusion of management direction. The company has a chance to form better relationships with all the stakeholders. Project leadership appears to be lacking. As the project confuses, Jan Peters, Head of Implement Team, appears to be over her head without energizing leadership or skilled management of the details. Jan Peters should take advantage of this opportunity to focus on energizing the team with the strategic vision and delegate the complex details of managing various aspects of the project. "Management is about coping with complexity, while leadership is about coping with...