Assignment 2: Project Motorcycles - M. Owens, Strayer Univer

Assignment 2: Project Motorcycles M. Owens Strayer University

Develop a comprehensive plan for managing the development of larger touring class motorcycles using a pure project management organization structure. Outline the process steps your company would take to develop the motorcycle, providing a rationale for each step. Additionally, recommend a strategy to balance short- and long-term organizational needs, identify crucial resources needed during the transition phase, suggest an appropriate leadership style for overseeing business growth, and propose at least three risk mitigation strategies to address potential overlooked or forgotten plan details.

Paper For Above instruction

Managing the development of large touring motorcycles requires a strategic approach that balances organizational structure, process methodology, resource allocation, leadership style, and risk management. A pure project management organizational structure is highly suitable for this endeavor because it allows the project to function independently, with autonomy over decision-making, resource allocation, and reporting, thereby facilitating swift progress and focused efforts (PMI, 2017). This structure creates a dedicated team led by a project manager responsible exclusively for the motorcycle development, enabling clearer accountability and enhanced communication tailored specifically to project needs.

The process begins with assembling a skilled, cross-disciplinary team that includes not only internal staff but also external experts, suppliers, and clients to provide diverse perspectives. This collaborative team approach ensures that technical expertise and customer insights inform every stage of development, reducing the risk of misaligned product design or market failure. Once the team is in place, the first step involves clearly defining the project objectives—outlining specific goals related to performance, safety, design, and target market needs (Kerzner, 2013). A phase-exit review at this stage helps determine whether the project continues based on progress and feasibility.

Subsequently, the team developed a detailed Work Breakdown Structure (WBS) to segment the project into manageable sub-projects and tasks, ensuring clarity and focus across stakeholders. This step is essential for aligning expectations and facilitating precise planning. Using network diagrams, the project manager organizes activities logically, estimates durations, and determines critical paths, highlighting activities that directly impact project timelines (Kerzner, 2013). This enables realistic scheduling and efficient resource utilization.

Resource planning follows with identifying required assets—technicians, materials, and equipment—and assessing costs and risks. A thorough risk assessment is vital to identify potential technical, financial, or schedule disruptions. Implementing a risk mitigation plan—whether through avoidance, acceptance, or limitation—can reduce project uncertainties and safeguard delivery (MHA Consulting, 2013). The resource plan must also address cash flow considerations to prevent funding shortages that could delay project milestones.

Securing stakeholder buy-in is integral in promoting smooth project execution. Transparency and effective communication—formalized through a communication plan—ensure stakeholders are well-informed, aligned, and committed (Hopkin, 2012). Once plans are finalized and supported, they are published through appropriate channels, making them accessible for reference throughout the project’s lifecycle.

The project manager’s role includes ongoing monitoring and collection of progress data to gauge performance against schedules and budgets. Regular status reports and earned value analysis provide insight into project health, enabling timely interventions when deviations occur. This continuous oversight supports proactive adjustments, including refining schedules, reallocating resources, or implementing corrective actions (Kerzner, 2013).

As the project advances, analyzing current progress identifies bottlenecks, risks, or resource shortages, allowing the project manager to focus on addressing issues that could threaten successful completion. Dynamic replanning, grounded in current data, ensures the project adapts to unforeseen challenges while maintaining alignment with strategic objectives. Once all objectives are achieved, project closure involves archiving all documentation, evaluating lessons learned, and conducting financial reconciliation to consolidate knowledge and facilitate future initiatives (PMI, 2017).

To support organizational stability during this transition, the balanced scorecard serves as an effective strategy. It links short-term performance measures with long-term strategic goals, encompassing financial, customer, internal process, and innovation metrics (Kaplan & Norton, 2007). This comprehensive approach provides executives with a multidimensional view that balances immediate operational concerns with sustainable growth objectives, promoting informed decision-making.

Regarding resource management during the shift to motorcycle production, skilled technicians are paramount for designing competitive prototypes and maintaining the quality of existing products. Financial resources must be proportionally allocated to sustain ongoing operations while funding development activities. Effective resource balancing prevents disruptions in both current business activities and new project progress, supporting organizational resilience and growth (Slack et al., 2013).

The most conducive leadership style for overseeing this transformation is the democratic approach, characterized by active team involvement and consensus-building. Engaging team members in decision-making fosters ownership, motivation, and innovative solutions (Hopkin, 2012). This inclusive style ensures diverse viewpoints are considered, leading to well-rounded strategies and higher chances of project success, especially in complex, evolving environments like motorcycle development and production scaling.

Mitigating overlooked project plan details demands strategic approaches. Risk acceptance is suitable when the cost of mitigation exceeds the impact of potential issues; it involves acknowledging possible gaps and planning contingencies (MHA Consulting, 2013). Risk avoidance entails proactively preventing identified risks, though it may be resource-intensive. Risk limitation focuses on reducing exposure by implementing safeguards, such as rigorous quality controls and clear documentation, to prevent minor oversights from escalating into critical problems. Combining these strategies ensures a comprehensive risk posture, safeguarding project integrity amid uncertainties.

References

  • Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 11th ed. Hoboken, NJ: Wiley.
  • Kaplan, R. S., & Norton, D. P. (2007). Using the balanced scorecard as a strategic management system. Harvard Business Review. Retrieved from https://hbr.org/2007/07/using-the-balanced-scorecard-as-a-strategic-management-system
  • MHA Consulting. (2013). Four types of risk mitigation. Retrieved from https://mha-consulting.com/2013/05/four-types-of-risk-mitigation/
  • PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 6th Edition. Project Management Institute.
  • Hopkin, M. R. (2012). Fundamentals of Risk Management: Understanding, Evaluating and Implementing Effective Risk Management. Kogan Page.
  • Slack, N., Brandon-Jones, A., & Burgess, N. (2013). Operations Management. 7th ed. Pearson.

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