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MBA 6931 CSU Better Control of Development Projects at Johnson Controls Discussion

MBA 6931 CSU Better Control of Development Projects at Johnson Controls Discussion

Question Description


Read the “Better Control of Development Projects at Johnson Controls” starting on page 445 in your textbook. Address the following questions in your essay.

  1. What control processes did Johnson Controls utilize in their projects?
  2. Explain the impact of scope creep on Johnson Controls’ projects. What control features should they implement to minimize the impact of scope creep in the future?
  3. Develop a set of 3–5 management review processes that Johnson Controls should implement as a part of their project management review of best practices.

Your response should be a minimum of two pages in length and follow APA style. Use APA-style format with headings (not question-and-answer format). References should include at least two additional credible sources beyond the textbook. All sources used must be referenced; paraphrased and quoted material must have accompanying citations in APA style.

Controlling Creative Activities

Some brief attention should be paid to the special case of controlling research and development projects, design projects, and similar processes that depend intimately on the creativity of individuals and teams. First, the more creativity involved, the greater the degree of uncertainty surrounding outcomes. Second, too much control tends to inhibit creativity. But neither of these dicta can be taken without reservation. Control is necessarily neither the enemy of creativity nor, popular myth to the contrary, does creative activity imply complete uncertainty. While the exact outcomes of creative activity may be more or less uncertain, the process of getting the outcome is usually not uncertain. If the potential payoff for the creative activity is high, the need for careful risk management is also high.

In order to control creative projects, the PM must adopt one or some combination of three general approaches to the problem: (1) process review, (2) personnel reassignment, and (3) control of input resources.

Process Review

The process review focuses on the process of reaching outcomes rather than on the outcomes per se. Because the outcomes are partially dependent on the process used to achieve them, uncertain though they may be, the process is subjected to control. For example, in research projects, the researcher cannot be held responsible for the outcome of the research, but can most certainly be held responsible for adherence to the research proposal, the budget, and the schedule. The process is controllable even if the precise results are not.

Control should be instituted at each project milestone, an obvious opportunity for phase-gate controls. If research results are not as expected or desired, milestones provide a convenient opportunity to assess the state of progress, the value of accomplishment to date, the probability of valuable results in the future, and the desirability of changes in the research design. Again, the object of control is to ensure that the research design is sound and is being carried out as planned or amended. The review process should be participative. Unilateral judgments from the superior are not apt to be accepted or effective. Care must be taken not to overstress method as opposed to result. Method is controllable, and should be controlled, but results are still what count.

Personnel Reassignment

This type of control is straightforward—individuals who are productive are kept; those who are not are moved to other jobs or to other organizations. Problems with this technique can arise because it is easy to create an elite group. While the favored few are highly motivated to further achievement, everyone else tends to be demotivated. It is also important not to apply control with too fine an edge. While it is not particularly difficult to identify those who fall in the top and bottom quartiles of productivity, it is usually quite hard to make clear distinctions between people in the middle quartiles.

Control of Input Resources

In this case, the focus is on efficiency. The ability to manipulate input resources carries with it considerable control over output. Obviously, efficiency is not synonymous with creativity, but the converse is equally untrue—creativity is not synonymous with the extravagant use of resources.

The results flowing from creative activity tend to arrive in batches. Considerable resource expenditure may occur with no visible results, but then, seemingly all of a sudden, many outcomes may be delivered. The milestones for application of resource control must therefore be chosen with great care. The controller who decides to withhold resources just before the fruition of a research project is apt to become an ex-controller.

Sound judgment argues for some blend of these three approaches when controlling creative projects. The first and third approaches concentrate on process because process is observable and can be affected. But process is not the matter of moment; results are. The second approach requires us to measure (or at least to recognize) output when it occurs. This is often quite difficult. Thus, the wise PM will use all three approaches: checking process and method, manipulating resources, and culling those who cannot or do not produce.

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