Case Study report

this assignment carries 30% grade of the whole evluation of the program

Course - Project Leadership

Pogram -Project Management

Case study review on Volkswagen Mexico Revs Ups for Jetta Component Production with in the aspects of the leadership theory such as path goal theory, Leadership/Management , Path/Goal Questionnaire, leadership sources of power, Leadership Theories, importance of motivation for leadership, different types of leadership styles

McGregor's "Theory X" and "Theory Y", Maslow's "Hierarchy of Needs", Herzberg's "Motivation-Hygiene" theory, EQ and Personality Traits and Types, Organizational Culture, " Hofstede, et al", Building High Performance Teams (Recruitment and Selection), Building High Performance Teams (Team Development), Types of Organizational Structure, Organizational Culture Edgar Schein, Building High Performance Teams (Building Trust), Building High Performance Teams ( Sources of Power).

Questions and guidelines:

2 For each case study you need to identify as many aspects of theories and practices related to leadership, based on the course materials and lectures. These theories and practices must be listed numerically, and you must clearly show how these theories and practices relate to the case study specifically. 3 Each case study is worth approximately 10 marks. 4 Your assignment will be graded on professionalism, completeness, and accuracy related to the course material and how well you relate that material to each case study. 5 Each case study must have its own page within your report. Each case study will cover no more than one page in your report. To summarize: the main body of your report will be no longer than four pages long. This does not include other assignment requirements such as title page, citations page, etc. 6 Citations are important. Marks will be deducted for improper or missing citations. As usual, you must include a title page, table of contents, etc. 7 This assignment is worth 20% of your final grade. It should represent your best work to-date. It should clearly demonstrate that you understand the course material and how it relates to each case study, and vice versa. Simply reiterating the information provided in each of the case studies is not sufficient. 8 Your group report will be assigned a letter grade. Your individual grade(s) on this report may differ from the published group report grade; your individual grade will be based on the group report plus the combined public and private participation assessments. Individually: Very low or insufficient contribution to this assignment may result in a grade of zero. 9 Only one document to be submitted per team. If more than one version is submitted, only the latest one will be graded.API CASE STUDY Project Management Institute Volkswagen Mexico Revs Up for Jetta Component Production Project Management Techniques Deliver Results On-time and Within Budget To prepare for the production of its new Jetta, Volkswagen To oversee the complex project, VW Mexico established a turned to a combination of international plants and external project management office (PMO), which was responsible for suppliers to produce portions of the car's new motor and axle monitoring and controlling the overall budget and schedules assemblies. for the Jetta-related projects. Once VW Mexico was awarded the assembly project, the PMO coordinated with the finance Volkswagen Mexico Components (VW Mexico) won a department to obtain the resources necessary for the project. competitive bid to produce several motor and axle parts A project manager was selected and the manufacturing and assemblies, including the front axles and cornermodule department manager was named project sponsor. assemblies. The team at the VW Mexico plant had 21 months and a budget of US$3.3 million to design and install the The project manager, supported by a member of the planning assembly line and begin mass production of parts. department, integrated the plans submitted by various project participants and developed a work breakdown structure Background (WBS) and detailed the timeline for the overall project. The VW Mexico won the competitive bid for the component WBS served as a roadmap for each phase of the project. assembly project by proposing a fixed cost for part While the manufacturing and quality departments were production. This meant there would be no room for budget involved throughout the project, other departments could be overruns. Any work that exceeded the budget would be consulted as necessary. The project manager was responsible incurred as a loss. for overseeing the WBS and involving other departments at appropriate times. The front axle and cornermodule assembly production was overseen by a Project Management Professional (PMP)* and Solutions the project was one of the first to be managed by the VW From initiation to closing, the project was divided into five Mexico project office, which provided oversight for the entire phases with nine milestones over two years. The timeline portfolio of programs and projects related to the production included all work from procurement and fabrication of of Jetta components. The project manager and team would equipment through assembly line testing and optimization. have to help develop and introduce internal processes that The final phase ended with the start of axle production and future teams would follow. comermodule assembly. In addition, a corresponding quality In addition, a new supplier was selected for the project while plan was developed using the standards of the components the equipment procurement process was underway. This late plant, which was integrated into the timeline. addition resulted in a two month delay in the acquisition of The project manager held regular meetings with the core team the assembly lines. to keep all departments informed of progress. The assembly line supplier visited the VW Mexico plant on several occasions Challenges to review progress and provide assistance in addressing any The VW Mexico team used standard management processes, issues. Additional departments were involved when needed, as described in A Guide to the Project Management Body of and a project status report-detailing performance index to Knowledge (PMBOK* Guide), to complete the assembly line indicate progress relative to the overall timeline and budget- project on-time and under budget. was distributed monthly to all departments. Because of theVolkswagen Mexico Revs Up forj'e tta Component Production strict budget adherence requirements for the project, financial resources were blocked to avoid overruns. In each meeting, participants had the opportunity to request specic changes to the WEB. Discussions were documented forquality purposes and changes were approved by both the project manager and project sponsor. To ensure the project would be completed on timel the project manager found creative ways to resolve timing issues created earlier in the process. To offset a two-month delay in receiving assembly line equipment, the manufacturing group conducted training while the maintenance group assisted the subcontractor with installation of the assembly line equipment. By performing these two events simultan eouslyJ the project manager prevented future delays that might cause the project to exceed the timeline. Throughout the project, the P MD maintained oversight for the overall budget. Other project elements were monitored by individual members of the project team. For example, a planning team member monitored activities related to the WEB and quality plan while a quality team member was responsible for ensuring that the parts being produced met company quality specifications. At the completion of each project phaser the project team analyzed the overall project status and conducted risk assessments for the remaining phases. Any resulting changes to the was were approved by the project manager and project SPO FISDF. The end of the project was marked by the transition to full production mode. The official project closing took place 12 weeks after initial component production commenced. Res u lts TheVW Mexico team achieved and in many cases exceeded the objectives for the assembly setup project. Specifically: I The entire project was completed within the specified budget I The team met alldelivery deadlines for each phase of testing I Front axles and cornermodules produced on the plant's assembly lines continued to meet Volkswagen's quality guidelines Thejetta component assembly line project team also developed a number of tools and practices to serve as standards for future projects at the plant. Key [earnings from the project will enable future project teams to optimize communication between different areas of the VW Mexico plant and ensure the success offuture projects