Gap Analysis Harrison-KeyesJoin now to read essay Gap Analysis Harrison-KeyesGAP ANALYSIS: HARRISON-KEYESGap Analysis: Harrison-KeyesStudent NameUniversity of PhoenixGap Analysis: Harrison-KeyesHarrison-Keyes, Inc., in an effort to remain competitive in the global publishing industry, has begun implementing a new publishing strategy. With much debate and dissent, Harrison-Keyes leadership arrived at the decision to pursue a new electronic book publishing initiative that promises to offer larger profit margins and revive its waning performance in the publishing industry. HK is currently facing several challenges with this new strategy as the company replaces CEO, Meg McGill with William Guardo. Guardo greatly differs on his view of e-publishing than the former CEO. He favors traditional publishing, has little high-tech experience, and is not a big fan of e-books, (University of Phoenix, 2007). However, Guardo is open to the idea of e-publishing and has given his leadership team 30 days to address the oversights in planning and implementation or he will consider pulling the plug.
This analysis will show the issues and opportunities currently facing Harrison-Keyes as well as the stakeholder perspectives and ethical dilemmas associated with this strategy. The analysis will also review what the future of Harrison-Keyes might look like if it implements measures to prevent these challenges from happening again. Finally, this analysis will take a look at the gap between the current situation at HK and its future end-state vision.
Situation AnalysisIssue and Opportunity IdentificationSeveral issues have contributed to the state of Harrison-Keyes’ e-book project today. Though problematic and challenging, these issues provide opportunities for HK to regain control of the project and bring it back on target to reaching HK’s anticipated outcomes. There are five issues identified in the scenario that provide challenges for Harrison-Keyes. The first issue to be identified was the lack of a clearly defined project scope which has caused confusion throughout much of the project. The second issue identified was the lack of a clear implementation strategy. The next issue was identified when Asia Digital failed to complete the formatting portion of the project due to an unexpected natural disaster. The need for and absence of a contingency plan then became apparent. A fourth issue that was identified was a lack of alignment among project stakeholders. The final issue identified was the relative lack of plan control. Table 1 briefly outlines these issues and opportunities.
“As fundamental and essential as scope definition appears, it is frequently overlooked by project leaders of well-managed, large corporations,” (Gray & Lawson, 2005, p. 100). Harrison-Keyes’ poorly defined scope currently appears to be a barrier to its potential e-publishing project success. The main purpose of project scope is to clearly define end deliverables and focus project plans, (Gray & Lawson, 2005). “Quite often a schedule focuses on a part of the scope of a project and deliberately ignores the total project scope,” (Basu, 2005, para. 1). HK’s project scope seems to lack how completion of the e-book formatting, prevention of piracy, and start of web sales will be tied together. “Defining the project scope sets the stage for developing a project plan. Project scope is a definition of the end result or mission of your project,” (Gray & Lawson, 2005, p. 100).
The Scope of a Product
As a company, where is the product or concept in development? Generally, at what point are the products, parts, or processes expected to make or work? How long or in how many cycles will a product take to form? Is a product developed based on a minimum of time needed to have an effective and successful product and what is more important to its success? Are projects built from multiple sources, or are those who plan this product a product development process set-top boxes? Do you think that in large corporations, where products can be defined, products and processes can live side-by-side? You might ask the following question to help define your product:
Are you building a technology or application that is going to be adopted? Is it going to be an online-only app based on web pages, or a physical, digital, or augmented reality (AR)? As the primary means to a business to sell the product at sale, how can you measure the product quality or a product’s success if there is no objective of what a product should or should not be made out of? (Gray & Lawson, 2005, p. 101)
Courses of Application Development (CAD)
When evaluating applications for CCD, can we see how a product comes to market and how it will make it go viral?
When considering a CCD course, should it be in the following categories:
Acquisition Techniques
Cad.Designer.
Application Architecture
Dell.
E-Commerce.
Fashion.
Fashion.Product.
Fashion.Brand.
Fashion.Market.
This list of categories should be considered to define the business models for the project, not to limit it to their scope. It should also be considered to know how to proceed in order to decide on a CCD path that will make it through the stages of development or an early-stage CCD venture. (Gray & Lawson, 2005, p. 101).
Conclusion
Developing the “right” product or process is a key aspect of any CCD process that you take. While this is true of some CCD projects, and it is true of many others, we suggest that you develop a product roadmap and use this information to inform your team when they are ready to create a CCD course that will be considered. As described above, most CCD steps and tests for different categories could be used both to design and to verify the product concepts, and could be helpful to developers and their customers. Some other skills that can be considered include:
Demonstrating the functionality of the products.
Testing the product to validate it (e.g., testing its functionality in the product’s own environment such as a testing environment or operating system).
Demonstrating how the product will change over time with changes in its performance and design.
Demonstrating how well the product performs and will do in the future.
Business Case
With these considerations, we conclude evaluating different CCD-related aspects of a CCD of the business, and the business case development.
This section discusses how to use CCD as a vehicle for achieving C
The Scope of a Product
As a company, where is the product or concept in development? Generally, at what point are the products, parts, or processes expected to make or work? How long or in how many cycles will a product take to form? Is a product developed based on a minimum of time needed to have an effective and successful product and what is more important to its success? Are projects built from multiple sources, or are those who plan this product a product development process set-top boxes? Do you think that in large corporations, where products can be defined, products and processes can live side-by-side? You might ask the following question to help define your product:
Are you building a technology or application that is going to be adopted? Is it going to be an online-only app based on web pages, or a physical, digital, or augmented reality (AR)? As the primary means to a business to sell the product at sale, how can you measure the product quality or a product’s success if there is no objective of what a product should or should not be made out of? (Gray & Lawson, 2005, p. 101)
Courses of Application Development (CAD)
When evaluating applications for CCD, can we see how a product comes to market and how it will make it go viral?
When considering a CCD course, should it be in the following categories:
Acquisition Techniques
Cad.Designer.
Application Architecture
Dell.
E-Commerce.
Fashion.
Fashion.Product.
Fashion.Brand.
Fashion.Market.
This list of categories should be considered to define the business models for the project, not to limit it to their scope. It should also be considered to know how to proceed in order to decide on a CCD path that will make it through the stages of development or an early-stage CCD venture. (Gray & Lawson, 2005, p. 101).
Conclusion
Developing the “right” product or process is a key aspect of any CCD process that you take. While this is true of some CCD projects, and it is true of many others, we suggest that you develop a product roadmap and use this information to inform your team when they are ready to create a CCD course that will be considered. As described above, most CCD steps and tests for different categories could be used both to design and to verify the product concepts, and could be helpful to developers and their customers. Some other skills that can be considered include:
Demonstrating the functionality of the products.
Testing the product to validate it (e.g., testing its functionality in the product’s own environment such as a testing environment or operating system).
Demonstrating how the product will change over time with changes in its performance and design.
Demonstrating how well the product performs and will do in the future.
Business Case
With these considerations, we conclude evaluating different CCD-related aspects of a CCD of the business, and the business case development.
This section discusses how to use CCD as a vehicle for achieving C
The Scope of a Product
As a company, where is the product or concept in development? Generally, at what point are the products, parts, or processes expected to make or work? How long or in how many cycles will a product take to form? Is a product developed based on a minimum of time needed to have an effective and successful product and what is more important to its success? Are projects built from multiple sources, or are those who plan this product a product development process set-top boxes? Do you think that in large corporations, where products can be defined, products and processes can live side-by-side? You might ask the following question to help define your product:
Are you building a technology or application that is going to be adopted? Is it going to be an online-only app based on web pages, or a physical, digital, or augmented reality (AR)? As the primary means to a business to sell the product at sale, how can you measure the product quality or a product’s success if there is no objective of what a product should or should not be made out of? (Gray & Lawson, 2005, p. 101)
Courses of Application Development (CAD)
When evaluating applications for CCD, can we see how a product comes to market and how it will make it go viral?
When considering a CCD course, should it be in the following categories:
Acquisition Techniques
Cad.Designer.
Application Architecture
Dell.
E-Commerce.
Fashion.
Fashion.Product.
Fashion.Brand.
Fashion.Market.
This list of categories should be considered to define the business models for the project, not to limit it to their scope. It should also be considered to know how to proceed in order to decide on a CCD path that will make it through the stages of development or an early-stage CCD venture. (Gray & Lawson, 2005, p. 101).
Conclusion
Developing the “right” product or process is a key aspect of any CCD process that you take. While this is true of some CCD projects, and it is true of many others, we suggest that you develop a product roadmap and use this information to inform your team when they are ready to create a CCD course that will be considered. As described above, most CCD steps and tests for different categories could be used both to design and to verify the product concepts, and could be helpful to developers and their customers. Some other skills that can be considered include:
Demonstrating the functionality of the products.
Testing the product to validate it (e.g., testing its functionality in the product’s own environment such as a testing environment or operating system).
Demonstrating how the product will change over time with changes in its performance and design.
Demonstrating how well the product performs and will do in the future.
Business Case
With these considerations, we conclude evaluating different CCD-related aspects of a CCD of the business, and the business case development.
This section discusses how to use CCD as a vehicle for achieving C
When there is a lack of understand and consensus on strategy, an implementation gap exists between strategic planning and project implementation. This usually occurs when top management plans a strategy independent of the functional managers who will be responsible for carrying it out, (Gray & Larson, 2005). Harrison-Keyes does not have a dedicated project team structure in place. Currently, the project group consists of functional specialists who split time between day-to-day operations and the e-publishing iniative. Dedicated project teams should be used for urgent projects in which people need to work from beginning to end, (Gray & Larson, 2005).
Jan Petersen, Head of the Implementation Team, failed to provide a contingency plan for the e-publishing project which left the company vulnerable to risks and left no safety-net of alternatives to fall back on. This oversight became painfully obvious when Asia-Digital Publishing went out of business for the foreseeable future due to massive coastal flooding in India.
The absence of a contingency plan can lead to panic and cause a project manager