Harrison Keyes

Problem Solution: Harrison-Keyes Inc.

Harrison-Keyes has been challenged in the recent months with lack of steady leadership, computer software complications, and budgetary constraints, lack of employee support and failure with outsourcing of services. Some of these challenges were within Harrison-Keyes’ control and some were not. Either way, Harrison-Keyes did not have a back up plan to deal with these issues during the implementation process. In this paper I will discuss the importance of an integrated information system, address the project management control issues and evaluate the need for a project control process.

Harrison-Keyes has a newly appointed CEO who, in addition to the Board members does not particularly support the e-publishing project. Harrison-Keyes has one month to address these issues and present a revamped, concrete implementation plan. If the implementation plan is not to Guardo’s expectations, the project will be cancelled. Harrison-Keyes has to be extremely efficient if they want to meet the project completion plan in one month’s time.

Describe the Situation

Issue and Opportunity Identification

Several important events have led to the issues and opportunities I have identified in Table 1. With a new CEO on board, William Guardo, Harrison-Keyes needs to have his blessing for the continuation of the e-book project. Guardo has a bias that he is already not impressed with the e-book industry and would be happy continuing with the print book offerings. With Guardo showing lack of support for the project, the management is at a disadvantage. There was no project control process with this implementation and no structure set up for checks and balances of the project progress. Therefore, small issues such as the software incompatibility grew into a larger issue without being detected. Harrison-Keyes has the opportunity to develop a formal project control process. This process could be used as employee development as well, young leaders wishing to promote to management positions could help in this development process.

Harrison-Keyes did not have a project management baseline. This base line would be a solid document that would specifically outline the project goals and costs associated with them. This baseline would also allow for performance measurement throughout the project. The opportunity for Harrison-Keyes to develop a project baseline exists. Once the baseline is established projects can be built from accurate information.

An integrated information system was not in place at Harrison-Keyes. The management failed to have time phasing of costs that were associated to set activities. The implementation plan was not specific and attainable goal deadlines were not constructed. Harrison-Keyes management needs to take this opportunity and create a timeline of activities and the cost associated with them.

Stakeholder Perspectives/Ethical Dilemmas

The first stakeholder group I listed was William Guardo and the Board of Directors. Guardo has admitted that his interests are not with e-publishing and neither are the Boards. Guardo would be happy continuing with print books. He has a dilemma with his interests and that of the majority of the company management. Guardo feels he needs to give management one more chance to get the e-book implementation right. Guardo is in a difficult position as he has a responsibility to all other stakeholder groups. He needs to assure the employees they will have jobs. If outsourcing is a possibility he is faced with being honest with employees but then faced with the reality they may go to another company.

The second stakeholder group I listed was the employees of Harrison-Keyes. The employees need reassurance that their jobs will not be outsourced. Employees are leaving Harrison-Keyes for other companies because they feel uncertain about their future with Harrison-Keyes. The employees need some reassurance, especially with the outsourcing with Asia Digital. If the employees feel their position may be outsourced, they should look for work elsewhere that provides more job security.

The shareholders of Harrison-Keyes are interested in profit. The may become upset if more money and time is wasted on the e-publishing project with no results. Harrison-Keyes needs to provide the shareholders with a proper plan outlining where the monies are being spent. Shareholders should understand the profit possibilities with e-publishing and understand how much money has been put into this unsuccessful project already.

Frame the “Right” Problem

Harrison-Keyes will become an industry leader in e-publishing by offering its customers the latest in materials at affordable prices. In order for Harrison-Keyes to meet these goals, it needs to have its implementation plan be approved by Guardo in a timely manner. Guardo should have no issues about extending the deadline in order for a perfect and accurate work product to be turned in. Once Jan and her team turn in an implementation plan, the implementation process should be complimented by new marketing tactics.

Describe the “End-State” Vision

Harrison-Keyes will become an industry leader in e-publishing by offering its customers the latest in materials at affordable prices. Harrison-Keyes will eventually have all projects completed in-house without outsourcing to other companies.

Identify the Alternatives and Benchmarking Validation

Harrison-Keyes has struggled throughout the implementation process of the e-publishing project. One of the biggest challenges facing is leadership’s lack of ability to develop and manage project effective project teams. “Creating and managing teams in the workplace can lead to effective outcomes, but the success and longevity of teams in organizations will depend on how thoroughly organizational leaders understand how to extract the gains teams can provide,” (“Strategic Leadership and Decision Making”, 2008). Harrison-Keyes must have a leader to create and manage these teams, one who knows how to get the performance and commitment they want from the work teams who are carrying out the implementation process.

“Strong interpersonal commitments drive a number of aspects that distinguish high-performance teams. Fueled by interpersonal commitments, team purposes become even nobler, team performance goals are more urgent, and team approach more powerful” (2008). Jan has been unable to create that sense of team and a common goal