National Dairy deriving value through project management

2021 ◽  
Vol 11 (4) ◽  
pp. 1-21
Author(s):  
Vanita Bhoola ◽  
Vineeta Dwivedi ◽  
Ayalur Vedpuriswar
Keyword(s):  
Project Management ◽  
Built Environment ◽  
Project Planning ◽  
Executive Education ◽  
Content Type ◽  
Academic Level ◽  
Planning Phase ◽  
Project Lifecycle

Complexity academic level Study level: MBA and Executive Education Applicability: This case can be taught in the project management course. It will cover the project-planning phase, which is an iterative or progressive elaboration for the entire project lifecycle. The case will help in discussing how project management is an important discipline to manage projects and stakeholders effectively. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 2: Built environment.

scholarly journals Initiation of capital projects in industries having an operational focus: an Australian stevedoring case example

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Haya Aldaghlas ◽  
Felix Kin Peng Hui ◽  
Colin Fraser Duffield
Keyword(s):  
Project Management ◽  
Negative Impact ◽  
Container Terminal ◽  
Project Planning ◽  
Extensive Literature ◽  
Capital Projects ◽  
Content Type ◽  
Initiation Phase ◽  
Unique Nature ◽  
The Impact

PurposeThe initiation phase of capital projects is critical as this is where the highest number of options exist for modifying the project with minimal expenditure. Government and large organisations frequently involved in major capital projects have extensive procedures for this phase, yet organisations having an operational focus (like major container terminal stevedores), that only occasionally undertake capital projects face the dilemma of the trade-off between project planning and the management of operations. This research reported in this paper investigated the impact of industry operational considerations on the initiation of capital projects.Design/methodology/approachIn addition to an extensive literature review, a living research investigation of real projects initiated by a stevedoring company operating in Australia has been observed; the primary author of this paper spent six months as a participant/observer and witnessed the initiation of 12 capital projects. The collected data was qualitatively analysed using a four-step coding method.FindingsThe findings confirm that project initiation is a challenge for organisations who only spasmodically undertake capital projects and available project management frameworks do not necessarily consider the impact of such an organisation's culture. Issues identified that may have a negative impact on the initiation phase include lack of workplace trust, high individualism, ineffective interdepartmental communication, lack of resources and engineering and safety complexity.Originality/valueThe study investigated an underexplored industry within the context of project initiation, using the Australian stevedoring as a case study. This initial investigation suggests that a tailored project management framework is needed for the initiation phase of projects to reflect the unique nature of the stevedoring industry and by inference other industries that have a strong operational focus.

Titan Company Limited: growth strategy

2021 ◽  
Vol 11 (3) ◽  
pp. 1-38
Author(s):  
K. S. Manikandan
Keyword(s):  
Growth Strategy ◽  
Executive Education ◽  
Limited Growth ◽  
Content Type ◽  
Post Graduate ◽  
Academic Level ◽  
Company Limited

Complexity academic level Post-graduate; Executive education; Under-graduate. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Value co-creation in asset integrity and improvement portfolio: evidence from the Australian mining industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Brenton Lawson ◽  
Larissa Statsenko ◽  
Morteza Shokri-Ghasabeh
Keyword(s):  
Project Management ◽  
Value Creation ◽  
Single Case ◽  
Case Study Research ◽  
Mining Industry ◽  
Mining Company ◽  
Improvement Project ◽  
Content Type ◽  
Project Portfolios ◽  
Project Lifecycle

Purpose Adopting a qualitative research design and following a single case study research methodology 21 semi-structured interviews with asset integrity project managers (PM), project sponsors (PS) and members of the project management office (PMO) were conducted. These were complemented with company’s project management framework documents and tools and direct observation by the researcher’s observation. Design/methodology/approach The data on the value creation in the mining asset integrity and improvement project portfolio was collected through 21 interviews with PM, PS and members of the PMO and complemented by observational data and the analysis of the Australian mining company process documentation. Findings The study finds that establishing a culture of delivering value supported by functional governance is critical for effective value creation practice in asset integrity and improvement project portfolios. In addition, early engagement of the key stakeholders with clearly defined roles and utilisation of project value management artifacts, enables effective value delivery throughout the project lifecycle. Originality/value The research offers an empirically grounded framework to facilitate value creation throughout the project lifecycle in asset integrity and improvement project portfolios drawing on a benchmarking case of an Australian mining company.

Managing projects in war-torn societies

2019 ◽  
Vol 25 (4) ◽  
pp. 585-602
Author(s):  
James Earnest
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Academic Research ◽  
Project Planning ◽  
Development Projects ◽  
Sovereign State ◽  
Content Type ◽  
Study Approach ◽  
Actual Application ◽  
Post Conflict

PurposePlanning and implementing reconstruction projects in areas that are affected by conflict has proven to be far more challenging than expected and has often been considered to be inappropriate response from practitioners, aid agencies and government. Therefore, the purpose of this study is to explore reconstruction and development projects in Kosovo given its history of non-sovereign state under United Nations administration and analyse how they were planned and executed that would more likely yield progressive outcomes for the society.Design/methodology/approachThe study was designed to explore how projects are planned and implemented, as well as help in understanding the phenomena in the historical, social, cultural and governance context within the project implementation practices of multilateral agencies in Kosovo. Applying action research principles and using a detailed case study approach to the interviews, the study identified programme strengths, weaknesses and implications of project management practice and theory and differences of opinion within the project team in project planning and implementation in their wider sense.FindingsThere is evidence that both aid organisations’ constructed project management processes and international aid agencies practices do not work effectively in a community service delivery setting. The study showed that there continue to be challenges in project processes, implementation, stakeholder coordination, communication, cost, quality, procurement and risk management.Practical implicationsForward looking and grounded in traditions, the study indicated a need to promote a better understanding of how reconstruction and development projects are undertaken at all levels of the organisation and to describe processes, procedures and tools used for the actual application of projects in war-torn societies.Originality/valueThe study is among the first academic research worldwide to examine traditional practices of project management which are wildly applied and to explore if the same processes can be applied in post-conflict settings. This study is timely and beneficial in fulfilling its responsibility to post-conflict communities.

Early identification of distressed capital projects: a longitudinal approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hong Long Chen
Keyword(s):  
Project Planning ◽  
Longitudinal Survey ◽  
Classification Model ◽  
Survey Method ◽  
Logit Analysis ◽  
Capital Projects ◽  
Content Type ◽  
Project Outcomes ◽  
Planning Phase ◽  
Performance Variation

PurposePrevious studies investigate factors affecting project outcomes. Yet, it has not been fully explored regarding which factors differentiate healthy projects from distressed projects in the early stage of the project delivery process. The purpose of this study is to investigate the links between project-planning factors and project outcomes in the closing phase.Design/methodology/approachThe authors use a longitudinal survey method to examine the predictability of project-planning factors. Subsequently, the authos employ confirmatory factor analysis and hierarchical logit regression to develop project-distress classification models.FindingsAnalysis of 90 capital projects shows that performance variation in the project planning phase explains a substantial portion of project distress at completion. Subsequent univariate logit analysis shows that S5 (quality of scope control system) and Tn1 (new practices and technologies) variables have the strongest predictive abilities. Hierarchical logit analysis further shows that a combination of 15 metrics in the project-distress measurement model produces strong and stable predictive power.Research limitations/implicationsThis study assesses how well performance variation in the project-planning phase predicts project distress before construction phase. It does not assume the reported results apply to all types of projects. Nonetheless, future studies could generalize our findings by incorporating more types of projects.Originality/valueThis study takes a systematic approach, combining longitudinal survey, measurement theory and hierarchical logit analysis to identify distressed projects early, offering managers an opportunity to take early corrective actions. Practitioners may use this approach to investigate other types of projects and further refine the project-distress classification model into a project-specific model, thereby reflecting projects' unique characteristics.

ZealVita: winning marketing formula

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Surya Mahadevan ◽  
Jayanthi Thanigan ◽  
Srinivasa Reddy
Keyword(s):  
Marketing Strategy ◽  
Market Share ◽  
Product Formula ◽  
Sales Promotion ◽  
Executive Education ◽  
Content Type ◽  
Power Product ◽  
Academic Level ◽  
Product Manager ◽  
General Experience

Research methodology The case is written based on general experience. Case overview/synopsis Zealvita is a challenger brand to NutriMalt in the white malted food drink (MFD) category. It has a product formula that compares favorably on taste and equally on nutrition. However, Zealvita is not able to translate the power product formula to a winning market formula. Drawing on its legacy and strong adoption route, NutriMalt built a dominant 88% market share in the White MFD category. The market rule of “disproportionate market share for the leading brand” applies with inexorable force in MFD. Smarting at the low market share, Zealvita is in search of a marketing strategy to create churn. Rajiv Product Manager of Zealvita believes that consumer sales promotion of a higher order and at a higher frequency than what is normal can tilt the scales. From Zealvita’s perspective is there a strategic advantage in operating consumer promotion? Is it safe to assume that NutriMalt will not retaliate with consumer promotion? Can consumer sales promotion be sustained at planned frequency? What is the logic in a continuous consumer promotion program? Complexity academic level This case can be used at the post-graduate level in the Marketing Strategy course or in a course that has a sales promotion management or competition management segment. This case is also appropriate for use in executive education programs. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Tomato Jos: launching a tomato paste brand in Nigeria

2022 ◽  
Vol 12 (1) ◽  
pp. 1-16
Author(s):  
Jaco Maritz ◽  
Mark Peters
Keyword(s):  
Business Strategies ◽  
Small Scale ◽  
Executive Education ◽  
Content Type ◽  
Academic Level ◽  
The Usa ◽  
Tomato Processing ◽  
Small Scale Farmers ◽  
Education Courses ◽  
Strategy Marketing

Learning outcomes The teaching objectives of the case are as follows: to develop an understanding of the scope and complexity of strategy and marketing; to examine what is meant by purpose, direction, objectives and consider how these might be set and used; to help students think and act in a strategic way; to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks, such as Porters 5 Forces – The attractiveness of the industry, Porter’s Generic Marketing Strategies, strengths, weaknesses, opportunities, threats analysis, the 4P’s – with a focus on product and distribution. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. Case overview/synopsis Tomato Jos (Nigeria) is a large tomato processing business in Kaduna, Nigeria. Nigeria is the second-largest producer of tomatoes in Africa, with Egypt as the largest. The country ranks 14th overall as a world producer. In Africa, and specifically Nigeria, there is a strong push to support small-scale farmers as a source of employment creation, as well as meeting the needs of food security. The CEO, Mira Mehata, is an ex-pat graduate from the USA with strong Agri sector experience. The business has received extensive support from the Kaduna Government as the business has secondary objectives to assist small-scale farmers in the region. Farmers need consistent off takers and reasonable set prices to see a return on their investment and Tomato Jos plays that role of being the middle-man. This results in less wasted produce – the bane of farmers globally. The price for fresh tomatoes is about three times that of processed tomatoes IE in paste or sauce – so that is an added challenge for farmers to see the value in processed tomatoes. The business currently has a 2% Market Share in Nigeria with a target of 10% over the next five years. The business so far has invested three billion Naira and plans a further five billion Naira over the next few years. The business is seen as a high-profile success story with a supportive eco-system with a push from both the Nigerian Government and some major private sector players example Dangote. Complexity academic level The case is intended for use in MBA and Executive education courses in Strategy, Marketing and Leadership. Supplementary materials Teaching notes are available for educators only. Subject code CCS 11: Strategy.

From Botswana to Namibia: getting the Trans-Kalahari railway on track

2019 ◽  
Vol 9 (1) ◽  
pp. 1-22
Author(s):  
Katrina Michelle Simon-Agolory
Keyword(s):  
Project Management ◽  
Undergraduate Students ◽  
Business Students ◽  
Class Discussion ◽  
Project Management Office ◽  
Content Type ◽  
Mba Students ◽  
Contractual Arrangement ◽  
Academic Level ◽  
Construction Operation

Learning outcomes By the end of the case and class discussion, students will be able to estimate project costs and benefits, both tangible and intangible, analyse enterprise environmental factors that may impact a project, identify the complexities of managing a multinational project and evaluate a project status and determine if continuation or cessation is the best option. Case overview/synopsis This case narrates the story to connect landlocked Botswana’s rich coalfields with the Namibian coast. In 2005, the Governments of Botswana and Namibia started discussions to bring forth a 1,500-km railway that traverses the two countries to the Port of Walvis Bay. In total, 10 years and many lengthy negotiations later, the Trans-Kalahari Railway (TKR) Project Management Office finally opened in Windhoek in April 2015. The project is expected to cost US$14.2bn and will be developed via a public-private partnership approach based on a DBOOT contractual arrangement, whereby a developer undertakes the financing, design, construction, operation and maintenance of the project. This case illustrates the complexities of managing a multinational project. After much slower than expected progress, the viability of the project is questioned. Complexity academic level This case is intended for post-graduate business students and MBA students who are studying in a management curriculum. It is primarily written for students in a project management course but may also be used for other courses, such as a negotiation class. The case can be used with undergraduate students by modifying the case questions. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 7: Management science.

Closed Loop: the art of succession planning

2021 ◽  
Vol 11 (4) ◽  
pp. 1-25
Author(s):  
Sarah Boyd ◽  
Linda Ronnie
Keyword(s):  
Change Management ◽  
Human Resource ◽  
Succession Planning ◽  
Closed Loop ◽  
Business Administration ◽  
Master Of Business Administration ◽  
Executive Education ◽  
Content Type ◽  
Academic Level ◽  
Leadership And Change

Complexity academic level This case is appropriate for students enroled in postgraduate programmes, such as a Master of Business Administration and Executive Education programmes. Although the case learnings are transferrable to more general leadership and change management studies, this case will be particularly useful to students with interests in entrepreneurship, leadership in tech startups and succession planning. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS6: Human Resource Management.

Lean project planning and control: empirical investigation of ETO projects

2019 ◽  
Vol 12 (4) ◽  
pp. 1120-1145 ◽  
Author(s):  
Gabriele Hofinger Jünge ◽  
Erlend Alfnes ◽  
Kristina Kjersem ◽  
Bjorn Andersen
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Practice ◽  
Project Planning ◽  
Research Approach ◽  
Maturity Model ◽  
Content Type ◽  
Planning And Control ◽  
Engineer To Order ◽  
And Control

PurposeThe purpose of this paper is to empirically investigate an effective project management practice focusing on planning and control. By doing so, it contributes to the debate on rethinking traditional project management practices and accentuates the need for adjustments based on the project context.Design/methodology/approachThis paper extends the project management theory by proposing a lean project planning (LPP) and control framework, developed and tested in collaboration with ten engineer-to-order (ETO) companies. By following a design science research approach, elements from lean thinking and current project planning and control practices are combined into a maturity model (MM).FindingsETO project characteristics are identified, and their implications for planning and control are discussed. Nine enablers that transform current project planning and control approaches into a lean approach are defined, allowing the analysis of the underlying complexity of planning and controlling ETO projects and thus facilitating the determination of the actions required to improve project performance.Research limitations/implicationsOnce fully embedded in an organization, the presented MM can provide a safe framework for self-criticism and can be used to conduct self-assessments without the need for an external facilitator. Thus, this paper is of particular interest to practicing project managers who aim to implement LPP and control.Originality/valueTo the authors’ best knowledge, this paper is the first to empirically examine the journey toward LPP and control from a MM perspective. This research attempts to describe the enablers of LPP and control.

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