Case Sharp Printing Essay

Three age past the Sharp Printing (SP) strategic centering group repair a remainder of having a color laser newswriter available for the consumer and small business trade for less than $200. A few months subsequent the senior management met off-site to talk everyplace the new product. The results of this collision were a set of general technical specifications along with major(ip) deliverables, a product launch visualise, and a cost estimate based on prior experience.Shortly afterward, a meeting was arranged for middle management explaining the image goals, major responsibilities, the leap out start date, and importance of meeting the product launch date within the cost estimate. Members of all departments abstruse attended the meeting. Excitement was high. Although everyone saw the risks as high, the promised rewards for the company and the personnel were emblazoned in their minds. A few participants questioned the legitimacy of the offer sequence and cost estimates .A couple of R&D people were disordered some the technology required to promote the high-quality product for less than $200. But precondition the excitement of the moment, everyone agreed the project was cost doing and doable. The color laser printer project was to have the highest project priority in the company. Lauren was selected to be the project manager. She had 15 years of experience in printer visualise and manufacture, which included successful management of several(prenominal) projects related to printers for commercial markets.Since she was one of those uncomfortable with the project cost and snip estimates, she felt getting good bottom-up cartridge holder and cost estimates for the deliverables was her first concern. She quickly had a meeting with the significant stakeholders to create a west by south identifying the pull in packages and organizational social unit responsible for implementing the work packages. Lauren stressed she valued time and cost esti mates from those who would do the work or were the most knowledgeable, if possible. Getting estimates from more than one source was encouraged. Estimates were due in two weeks.The compiled estimates were placed in the WBS/OBS. The corresponding cost estimate seemed to be in error. The cost estimate was $1,250,000 over the senior management estimate this represents about a 20 percent overflow The time estimate from the developed project network was only four months over the top management time estimate. another(prenominal) meeting was scheduled with the significant stakeholders to review the estimates and to brainstorm for alternative solutions the cost and time estimates appeared to be reasonable. Some of the suggestions for the brainstorming session are listed below.