Description
Review the Sandora Company Case Study and your Week 2 Summative Assessment.
Assume your project team, including stakeholders, is unfamiliar with risk management and needs an overview of risk management principles. You need to train the team so that they understand why the organization needs to address certain risks.
Using the risks identified in your Week 2 Summative Assessment and instructor feedback, create a 10- to 12-slide presentation that includes the following information:
An enhanced, high-level risk matrix of previously identified risks with value or cost of incidence and recommended mitigation strategies to reduce the risks
An outline of a remediation and risk reduction plan
Note: This will be used in your Week 6 Summative Assessment.
A discussion of the business value (cost of each risk happening) for each of the major stakeholders (loss of revenue, market share, goodwill, etc.)
A recommendation of at least 4 project management strategies to meet the organization’s goals as outlined in the case study
Record yourself giving the presentation as if your team will watch it at a later time. Recording ideas:
Use the recording feature and prompts in Microsoft PowerPoint.
Set up a meeting in Microsoft Teams and record your session. You can ask others to join your meeting or present to an empty meeting.
Use Microsoft Stream to record and upload to Blackboard. (You can upload MP4s to Microsoft Stream.)
Use a platform of your choice, as long as you are able to provide a link to your presentation.
Submit your video (either a link or an embedded .mp4), along with your presentation in Blackboard.
Assessment Support
“Record Your Screen in PowerPoint” from Microsoft.
Recording a Microsoft Teams Meeting
View the transcript for “Recording a Microsoft Teams Meeting.”
Submitting a Microsoft Teams Recording to Blackboard
View the transcript for “Submitting a Microsoft Teams Recording to Blackboard.”
Using Microsoft Stream: Recording a Screen or Video
View the transcript for “Using Microsoft Stream: Recording a Screen or Video.”
Resources
Center for Writing Excellence
Reference and Citation Generator
Grammar Assistance
Note: Sandora Company Case Study from Project Management Case Studies (6th ed.). (pp. 429–432), by H. Kerzner, 2022, John Wiley & Sons. Copyright 2022 by John Wiley & Sons. Reprinted with permission.
Unformatted Attachment Preview
Sandora Company Case Study
Sandora Company
Sandora Company, a US-based firm, was struggling to remain profitable. Attempts were made to
downsize and cut costs, especially in manufacturing. Unfortunately, they were limited to cost reduction
attempts because of required compliance to United States laws related to health, safety, and the
environment.
Sandora designed and manufactured the components that went into their products. They were almost
100% vertically integrated. Management believed that they could increase profitability as other companies
have done by outsourcing some of the manufacturing work to companies in emerging-market countries
with highly qualified lower-salaried human capital that could do the job and Sandora would then focus
internally on assembly efforts rather than on manufacturing and assembly.
The company decided which of the components in their products they were willing to outsource and
looked for suppliers through worldwide competitive bidding efforts. Several companies in low-income
emerging market countries submitted bids. The low-income countries appeared to have less stringent
laws related to health, safety, and the environment. This is what Sandora had hoped for to lower
manufacturing costs and increase potential profitability.
The criteria that Sandora used for contractor proposal evaluation and acceptance was based heavily
upon cost, quality, and schedule. Several companies met Sandora’s evaluation criteria. But Sandora
knew that there could still exist enterprise environmental factors unique to certain countries that could
have a serious impact after contract award. A multinational consulting company was hired to evaluate the
enterprise environmental factors of government impact and influence, political climate, and industry
standards in the countries that Sandora might award a contract.
The consulting company identified the following issues with enterprise environmental factors that could
impact the ability of the suppliers to perform as Sandora expected:
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Host governments may have the final word in who local companies can select as
subcontractors. Contractors hired by Sandora may be forced to hire only subcontractors from
within their country. To make matters worse, the contractor chosen may be required to select
subcontractors in the cities with the greatest unemployment, regardless of the qualifications
of the subcontractors and even if more qualified subcontractors are available elsewhere in
the country.
Local government agencies may act as silent stakeholders but have the final say as to
whether any overtime will be allowed. The government may not want overtime to be allowed
if it might create a new class of citizens.
Sandora may have no say in the way that the contractor assigns resources. Also, workers
may have the right to “own” a job once hired into a company. Sandora may not be able to get
incompetent people removed from working on the contract once they are assigned to their
project.
If the workers believe that they may be laid off once the contract is completed, they may slow
the work down significantly to elongate their employment. Sandora may have no input in
accelerating the contractor’s schedule.
In companies in the United States, project problems and issues are most frequently resolved
with meetings between the team members and the project sponsor or governance committee.
But in other countries, the problems and issues may be elevated to high-ranking government
officials who instantaneously become active stakeholders to make sure that the problems and
issues are resolved in favor of the host country. When host countries are awarded contracts,
the government within the host country sees this as a source of national revenue entering the
country and a means of keeping people employed. As such, the government may closely
monitor many of these contracts without the company, in this case Sandora, recognizing that
this surveillance is taking place.
For use by University of Phoenix only. Copyright 2021 © John Wiley & Sons, Inc.
Sandora Company Case Study
Page 2 of 3
•
The maturity level of project management in the contractor’s company may be less than
Sandora expects. The contractor may not possess the tools and software needed to report
progress as needed by Sandora.
• Senior managers in the host countries may be fearful of project decisions being made
between Sandora and the contractor’s project team, and mandate that all customercontractor communications go through senior management.
Senior management at Sandora now had a critical decision to make regarding the outsourcing of some of
their components.
Questions
1. Should the impact of enterprise environmental factors be treated as criteria for contract award?
2. Can Sandora control the enterprise environmental factors after the contract is awarded?
3. Could Sandora require in the contractual statement of work that changes must take place in the
enterprise environmental factors?
4. What should Sandora do now?
For use by University of Phoenix only. Copyright 2021 © John Wiley & Sons, Inc.
Sandora Company Case Study
Page 3 of 3
References
Kerzner. H. (2022). Project management case studies (6th ed.). John Wiley & Sons.
For use by University of Phoenix only. Copyright 2021 © John Wiley & Sons, Inc.
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