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Project Management Case

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Project Operations Many project today operate within some sort of a matrix organization. Discuss the differences between a strong and a weak matrix organization. Discuss the pros and cons of a matrix organization for project management. As a project manager, what types of things would you need to do well in order for your project to work within a matrix organization? Justify your responses. 300-400 words APA standards with cited references Project Management Case You are working for a large, apparel design and manufacturing company, Trillo Apparel Company (TAC), headquartered in Albuquerque, New Mexico. TAC employs around 3000 people and has remained profitable through tough economic times. The operations are divided into 4 districts; District 1 – North, District 2 – South, District 3 – West and District 4 – East. The company sets strategic goals at the beginning of each year and operates with priorities to reach those goals. Trillo Apparel Company Current Year Priorities Increase Sales and Distribution in the East Improve Product Quality Improve Production in District 4 Increase Brand Recognition Increase Revenues Company Details Company Name: Trillo Apparel Company (TAC) Company Type: Apparel design and production Company Size: 3000 employees Position # Employees Owner/CEO 1 Vice President 4 Chief Operating Officer 1 Chief Financial Officer 1 Chief Information Officer 1 IT Department 38 District Manager 4 Sales Team 30 Accountant 12 Administrative Assistant 7 Order Fullfilment 45 Customer Service 57 Designer 24 Project Manager 10 Maintenance 25 Operations 2500 Shipping Department 240 Total Employees 3000 Products: Various Apparel Corporate Location:Albuquerque, New Mexico TAC Organization Chart District 4 Production Warehouse Move Project Details The business has expanded considerably over the past few years and District 4 in the East has outgrown its current production facility. Because of this growth the executives want to expand the current facility, moving the whole facility 10 miles away. The location selected has enough room for the production and the shipping department. However, the current warehouse needs some renovation to accommodate the district’s operational needs. The VP of Operations estimates the production and shipping warehouse move for District 4 will provide room required to generate the additional $1 million/year product revenues to meet the current demand due to the expanded production capacity. Daily production generates $50,000 revenue so a week of downtime will cost $250,000 in lost revenues. The move must be completed in 4 months. Mileage between the old and new facilities is 10 miles. Bids have been received from contractors to build out the new office space and production floor and have signed contracts for work as follows: Activity Company Providing Services Total Contract Supplies Time Needed Pack, move and unpack production equipment City Equipment Movers $150,000 n/a 5 Days Move non-production equipment and materials Express Moving Company $125,000 n/a 5 Days Framing East Side Framing & Drywall $121,000 $125,000 15 Days Electrical Sparks Electrical $18,000 $12,000 10 Days Plumbing Waterworks Plumbing $15,000 $13,000 10 Days Drywall East Side Framing & Drywall $121,000 $18,000 15 Days Finish Work Woodcraft Carpentry $115,000 $15,000 15 Days Build work benches for production floor Student Workers Carpentry $112,000 $110,000 15 Days Production workdays are Monday through Saturday. The actual move must be completed in 5 days for as little disruption to production activities as possible. All contractors are on other projects but have been booked in advance. Th

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