Max Megahertz Project Solution

Olaf Bundi, the CEO of Wireless Telecom Company, is in quandary. Last year he accepted the maximum megahertz project suggested by six up-and coming young R&D corporate stars. Although Olaf did not truly understand the technical importance of the project, the creators of the project needed only ksh.6M, so it seemed like a good risk. Now the group is asking for ksh.8M more and a six month extension on a project that is already four months behind. However, the team feels confident they can turn things around. The project manager and the project team feel that if they hang in there a little longer they will be able to overcome the roadblocks as they are encountering-especially those that reduce power, increase speed, and use a new technology battery. Other managers familiar with the project hint that the power pack problem might be solved, but "the battery problem will never be solved". Olaf believes he is locked into this project; his gut feeling tells him the project might never materials, and he should get out. John his human resource manager suggested bringing in a consultant to axe the project. Olaf is thinking maybe he should do that on this project if it needs to be terminated.

Olaf decided to call his friend Juma, the CEO of an accounting software company. He asks him, ‘what do you do when project costs and deadlines escalates drastically? How do you handle doubtful, projects? His response was, ‘let another project manager look at the project. Ask: ‘if took over this project tomorrow, could you bring in this project on time and within budget with the extended time and additional money? If the answer is no, I call my top management team together and have them review the doubtful project in relation to other projects in our project portfolio' Olaf feels this is a good advice.

Unfortunately the maximum megahertz project is not an isolated example. Over the last five years there have been three projects that were never completed.

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