1. To what extent were the problems facing the notebook computer development project avoidable? What could have been done to avoid these problems?

2. Would it make sense to apply a project selection model such as the weighted scoring model to this project to determine if it should be terminated?

3. In your opinion, are the types of problems that arose in this situation typical of other organizations? If so, what can organizations in general do to avoid these types of problems?

MINI CASE 

Steve Bawnson joined Datatech’s engineering department upon obtaining his B.S. in Electrical Engineering almost six years ago. He soon established himself as an expert in analog signal processing and was promoted to Senior Design Engineer just two years after joining the firm. After serving as a Senior Design Engineer for two years, he was promoted to Project Manager and asked to oversee a product development project involving a relatively minor product line extension. As Steve was clearing his desk to make room for a cup of coffee, his computer dinged indicating the arrival of yet another email message. Steve usually paid little attention to the arrival of new email messages, but for some reason this message caught his attention. Swiveling in his chair to face the computer on the credenza behind his desk, he read the subject line of the message: Notebook Computer Development Project Audit Report. Steve then noticed that the message was addressed to the Vice - President of Product Development and was cc: to him. He immediately opened and read the message.