Harrison Keys

Abstract

The project management problems at Harrison-Keyes, Inc. were investigated to find possible solutions to help the company better manage its projects' priorities and resource allocations. Harrison-Keyes was looked at in depth to find current problems and gaps that could keep the company from achieving its goals. It was determined that Harrison-Keyes has not established the appropriate processes, systems, and tactics to help the organization to overcome its challenges. It is recommended that Harrison-Keyes develop project control processes, and integrated information system and a project monitoring system to gain control of projects so that they can be successfully implemented and developed. The company will need to determine the best ways to implement and develop these strategies so that organizational objectives are met in time and on budget.

Problem Solution: Harrison-Keyes Inc.

Harrison-Keyes is "a global publisher of print products that specializes in scientific, technical and business books and journals, professional and consumer books, textbooks and other educational materials for all levels of study" (University of Phoenix, 2006, para. 1). The company is currently facing many problems with its new e-book publishing strategy that it is trying to pursue and does not have the appropriate plans put into place to overcome these challenges. It is in the best interest of Harrison-Keyes to put processes and systems into place to help the organization with its project management processes.

Harrison-Keyes will need to put different tactics into place such as a project control process, an integrated information system, project monitoring systems, and technical performance management in order to ensure successful project control and implementation. If Harrison-Keyes establishes these processes, it can meet its goals of becoming a leader in the publishing industry and sustaining a competitive advantage over others in its industry.

Describe the Situation

Issue and Opportunity Identification

Harrison-Keyes, Inc. is currently experiencing problems with project control tactics. Examples of these problems include missed deadlines, no backup plans, some staff members not understanding the processes and not having performance management checks and balances. In order to be able to correctly measure project performance, Harrison-Keyes has to have project control. "Control holds people accountable, prevents small problems from mushrooming into large problems, and keeps focus" (Gray & Larson, 2005, p. 411). The company will not know how to take corrective action if it does not realize what or who is causing the issues. William Guardo, Chief Executive Officer (CEO), asks, "What about a back-up plan? I'm presuming you wouldn't outsource and not plan for contingencies?" (University of Phoenix, 2007, para. 1). Harrison-Keyes did not have a plan put into place to take control of the project which caused more problems for the company. Harrison-Keyes can develop project control to recognize when issues are arising so that corrective action can be taken before they become problems. Having project control will also help the company recognize backup plans in case original plans are changed or unattainable.

Harrison-Keyes has a great deal of data to collect for the e-book publishing strategy that it is trying to implement. The company needs to put a project monitoring system in place to delegate who will collect what type of data. "A project monitoring system involves determining what data to collect; how, when, and who will collect the data; analysis of the data; and reporting current progress" (Gray & Larson, 2005, p. 411). Harrison Keyes also needs to find a way to make sure that the data collected is relevant and accurate. Marsha Goldfarb, Senior Vice President (SVP) of Marketing, says, "I think that our campaign was right on target, but our slow sales seem to suggest that either this wasn't the case or our initial market research on customer adoption of the e-publishing model was wrong" (University of Phoenix, 2007, para. 11). Harrison-Keyes can develop a project monitoring system to make sure that the correct data is being collected to support the company's strategic objectives and that the data is accurate and relevant to support the project.

Harrison-Keyes has nothing put into place to monitor project performance, schedules, and costs. This is causing the company to be unable to recognize what it needs to do to make this project successful. The project's scheduled implementation timeframes seem to be ever-changing because of poor planning and external influences. Dharma Joyce, Executive Vice President (EVP) of Global Strategy, says, "I don't think we can overlook the loss of Asia DigitalÐ'...the floods wiped them out of business. As a result, some critical deadlines were missed and we're off our schedule by about four weeks- so far" (University of Phoenix, 2007, para. 12). Harrison-Keyes could benefit from using a control chart. "A control chart is a tool used to monitor past project schedule performance and current performance and to estimate future schedule trends" (Gray & Larson, 2005, p. 415). The company can use a control chart so that it can monitor its performance in rolling out its e-book publishing strategy. This will help Harrison-Keyes to evaluate past performance so that it can improve future performance standards with its projects.

Harrison-Keyes is experiencing a great deal of technology problems with implementing the e-book publishing and selling e-books on its Web site. These technological problems are not being tended to in a way that they need to be. This is causing more delays in the project. Jan Peters states, "There were quite a few issues that we simply did not count on when we wrote our original implementation plan. It just wasn't thorough and now we're paying the price" (University of Phoenix, 2007, para. 9). Harrison-Keyes needs to use technical performance measurement to make sure that technology is meeting the requirements for its projects. "The ramifications of poor technical performance frequently are more profoundÐ'--something works or it doesn't if technical specifications are not adhered to. Technical performance is frequently where quality control processes are needed and used" (Gray & Larson, 2005, p. 430-431). Harrison-Keyes needs to monitor and measure its technical performance measurement to ensure that the project will be successful. Technology is a major component of many projects and if it fails or is not adequate, the project