Problem Solution: Harrison-Keyes Inc
Essay title: Problem Solution: Harrison-Keyes Inc
Abstract
This paper is a problem solution analysis on Harrison-Keyes implementation plan. A generic benchmarking was conducted to help identify challenges in the project management process of transforming from a standard hard back publishing company to an e-publishing company. Founded in 1899 and over a century old, the company made its foundation on the works of literary giants. In recent years, Harrison-Keyes began suffering from a high increase in demand of e-published books and more industries saturating the market. This paper uses three company’s project management techniques to help analysis issues identify in the transformation process.
Problem Solution: Harrison-Keyes Inc.
The CEO of Harrison-Keyes, Meg McGill, has levied a new challenge upon his company leaders who has flared several issues throughout the organization. The book publishing process has undergone some repaid changes and to stay in the competitive edge, the company has to transform from a just hard back book to e-publish books and more. In the process of initiating the new business strategy to increase revenues, the company is experiencing several challenges. To grasp a better understand of project management issues, problem solution analysis was conducted, which reviled numerous mistakes in the project management plan. The solution to the project management challenges is to define the project scope, identify the key players, identify the resources and communicate the plan to everyone understanding in order to accomplish the same end stated vision.
Describe the Situation
Issue and Opportunity Identification
Harrison-Keyes does not have a company wide implementation strategy for its new initiative. The implementation plan will need to permeate all parts of the organization. This creates an opportunity for setting short term wins, developing a rewards system and gaining company wide consensus on the strategy. Harrison-Keyes failed to define its project scope of becoming a digital publishing company to all the personnel involved to include its major players like the writers, so they can clearly understand what was to be delivered and the future goals. Harrison-Keyes did not establish an organizational culture awareness/training with its local personnel to properly develop or understand the norms and values to bring together the Asia Digital Publishing to work together under the shared system to achieve the company’s mission. The managers of Harrison-Keyes did not set priorities which to include the software department to establish a program to sale books directly from their web site which could handle the project load. This process of failing to prioritize the project priorities will set the end state behind meeting the market schedule. Harrison-Keyes failed to establish a Strategic Management Process to identify the steps and assign actions on how they were going to transform from a hard back publishing company to a digital publishing company when they over looked the publishing agreement which the corporate lawyers. The project managers failed to establish a clear and precise responsibility metric to all the key players that have roll in achieving the company goal of becoming a digital publishing company and now the company is experiencing complications between collogue.
Stakeholder Perspectives/Ethical Dilemmas
Meg P. McGill, the CEO, plans to update Harrison-Keyes’s strategy for the new millennium hinges on e-book publishing. Dharma Joyce, the Executive Vice President, Global Strategy, is in charge of seeking and developing global expansion opportunities for the company. Meg and Dharma are grouped together. They have a strong interest in all things digital and the global market and have an ethical dilemma with the challenge of going to a digital publishing company using the global market to reduce overhead.
Robert Smith, the CFO, is focused on the company’s bottom line and is a bit uncomfortable with the financial projections for the e-books strategic initiative. Pete Ross, Project Manager, is creative and cooperative, but he has little tolerance for dealing with people from overseas. Robert and Pete are not strong supporters of e-publishing or the global market. Their ethical dilemma is not being a strong supporter of e-books strategic initiative and the international supporters.
Jan Peter,the President, Business Development and Head of the Implementation Team, has been with the company for two years and is eager to be promoted. Marsha Goldfarb, the Senior Vice President of Marketing, is a talented, creative marketer who has been with the company for