WCase Study – Ferris Healthcare, Inc. Senior management at Ferris recognized that its future growth could very well bedetermined by how quickly and how well it implemented project management. For thepast several years, line managers had been functioning as project managers while stillmanaging their line groups. The projects came out with the short end of the stick, mostoften late and over budget, because managers focused on line activities rather than projectwork. Everyone recognized that project management needed t be an established careerpath position and that some structured process had to be implemented for projectmanagement.
A consultant was brought into Ferris to provide initial project management training for 50out of the 300 employees targeted for eventual project management training. Several ofthe employees thus trained were then placed on a committee with senior management todesign a project management stage-gate model for Ferris.
After two months of meetings, the committee identified the need for three different stage-gate models:
one for information systems, one for new products/services provided, and
one for bringing on board new co prorate clients. Therewereseveralsimilaritiesamong
However, personal interests dictated the need for three methodologies,
all based up on rigid policies and procedures.
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