Firecracker: how the project could have been approached at strategic level
Project Firecracker: The value of strategy

The case study Project Firecracker chronicles the issues which arise as a result of the National's ill-fated venture called Project Firecracker. When the chief engineer of National, was in negotiations with another company for a contract, he learned that a potentially lucrative deal had been rejected outright by the sales department, given that National currently did not have the capacity to produce the part. However, given the size of the deal, the chief engineer was certainly open to this project. His company possessed the expertise to manufacture the part and to satisfy the needs for the project would only require one additional new machine, the costs of which would be far less than the money gained via the contract (Kerzner 2013: 93).

The chief engineer had no idea why company's sales vice president, had refused…...

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References

Business solutions. (2014). PMI. Retrieved from:

 http://www.pmi.org/Business-Solutions.aspx 

Kerzner, H. (2013). Project management: Case studies. New York: John Wiley & Sons.

What is project management? (2014). PMI. Retrieved from:

Strategic Project Management: Project Firecracker
National Corporation is a big name in the industry and is operating successfully for more than hundred years. The company has annual sales of about $600 million and there are around 8000 employees. The company is a large multinational and produces specialty machines, components, and tools for different automotive and aircraft manufacturing companies.

The organizational structure of the company is strictly mechanistic and bureaucratic. The company is divided into different divisions on the basis of different machines, components, and tool production facilities. National Corporation has around 3000 industrial distributors across the country through which the company sells all its tools, components, and machines. Apart from this the company has also employed 20 sales representatives who work along with the different distributors to give presentations and seminars about the products to the customers.

The company uses traditional approach for the project management and for the assignment of the projects.…...

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REFERENCES

Pinto, J, & Slevin, D. (1988). Critical success factors across the project life cycle. Project Management Journal, 19(3), 67-75.

Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International Journal of Project Management, 17(6), 337-342.

Burke, R. (1999). Project management: planning and control techniques. England: John Wiley & Sons Ltd.

Pinto, J, & Slevin, D. (1988). Project success: definitions and measurement techniques. Project Management Journal, 19(1), 67-72.