Read the Case 5.1, ” Sharp Printing, AG “ at the end of Chapter 5 and respond to the following questions: Three years ago the Sharp Printing (SP) strategic management group set a goal of having a color laser printer available for the consumer and small business market for less than $200. A few months later the senior management met off-site to discuss the new product. The results of this meeting were a set of general technical specifications along with major deliverables, a product launch date, and a cost estimate based on prior experience. Shortly afterward a meeting was arranged for middle management explaining the project goals, major responsibilities, project start date, and importance of meeting the product launch date within the cost estimate. Members of all departments involved attended the meeting. Excitement was high. Although everyone saw the risks as high, the promised rewards for the company and the personnel were emblazoned in their minds.(Rest of case not shown due to length.)
- At this point, what would you do if you were the project manager?
- Was top management acting correctly in developing an estimate?
- What estimating techniques should be used for mission-critical project such as this?