It comes to the actual $ 25 million program of nine concurrent projects for the development and implementation of a custom-built to store a customer relationship management (CRM) system and new points of sale in 400 national retail chain stores. Name of the company were masked for privacy reasons. After deploying the new system should give Clothing R 'Us significant strategic advantage over competitors in the market, it will increase the store manager productivity, reduce costs, and ultimately lead to an increase in retail sales. The program is in crisis, however, because managers have just gone to a competitor. Explicit details about the program are given, including examples of best practice program management and real pattern of network activity program. Detailed tables of Excel is also available with the actual earned value data for the program. Students analyze the tables and data in case of diagnosis of the impact of recent events risk and the risk of a past event that occurred in the program. In the end, students should answer the basic questions of the executive body: What is wrong with the program? How should it be fixed, and what is the impact of time and money for the program? In addition, the qualitative features are given to all cases, these symptoms are red flags for early management of active intervention in troubled projects. "Hide
by Mark Jeffrey, Joseph F. Norton, Derek Young, Alex Gershbeyn Source: Kellogg School Management 22 pages. Publication Date: January 1, 2006. Prod. #: KEL304-PDF-ENG
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