W5: DISCUSSION BOARD # 3
Discussion Thread: Sharp Printing Case
XXX
School of Business, Liberty University
Business 680
Dr. Arnetra Arrington
April 17, 2022
Author Note
XXX
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to XXX
Email: XXX@liberty.edu
W5: DISCUSSION BOARD # 3
Discussion Thread: Sharp Printing Case
The Sharp Printing Case raises critical questions about new ambitious business initiatives and
the associated project estimation mechanism to deliver the project successfully. The quality and
accuracy of estimation hold the most critical role in developing, executing, and actualizing the
scope and objectives of a project. The textbook defines estimation as "the process of forecasting
or approximating the time and the cost of completing project deliverables" (Larson and Gray,
2021). In addition, PMBOK® Guide (2021) identifies the strategical application of various
estimation methods to develop an approximation of work, time, or cost on a project.
In several scholarly studies of successful project management practices, the significance of
estimation is paramount. For example, Meyer (2016) emphasizes the role of estimation as the
heart of most project disciplines, and inaccurate estimates can most likely cause an overrun in
project cost and time. Likewise, Ghallab and Hosain (2020) underline that an accurate and
conceptual estimation is essential to achieve the project delivery target within the planned
budget. Furthermore, Ibrahim and Elshwadfy (2021) highlight that a project's success or failure
significantly depends on its cost estimation accuracy. Therefore, Larson and Gray (2021) referred
to utilizing the estimation of cost, time, and budget as the measuring standards for planned and
actuals throughout the life of a project.
Overview of the Sharp Printing Case
In order to ensure its competitive edge in the industry and secure sustainable growth
through innovative products at remarkably cost-effective pricing, the strategic management
group of Sharp Printing initiated its ambitious plan to launch a color laser printer targeting the
consumers and small business markets at an attractive price tag of less than $200. Based on the
prior experience, the senior management developed the deliverables and schedules and employed
W5: DISCUSSION BOARD # 3
a top-down cost estimation for the project. Afterward, the senior management brought in the
middle management to share the details of the project proposal entailing project goals, key
responsibilities, deliverables, and the launching dates. Despite anticipating the higher risk, the
project proposal by the senior management offered a highly ambitious yet exciting approach to
maintain its competitive edge. However, some participants raised their concerns about the
suggested product; offering a color laser printer at such a low price, its desired quality, and the
launching schedule.
The senior management appointed Lauren, a seasoned professional with 15 years of
management experience in printer design and manufacturing, as the project manager for the color
printer project. Since Lauren wanted to address her concerns regarding the cost and time
estimation from the project proposal by the senior management, she decided to apply bottom-up
time and cost estimation for the deliverables. Based on her meetings with significant
stakeholders and the revised estimations from WBS/OBS, the findings reflected that the expense
was $1,250.000 off, corresponding to 20% over the standard cost. Additionally, the time required
was four months more than that estimated timeframe to produce the new Sharp color printer.
Lauren conducted a follow-up meeting with the significant stakeholders to share the revised
findings. As a result, there was a mutual agreement to follow the bottom-up time and cost
estimation for the deliverables. The participants also offered a variety of alternative solutions to
improvise the project. Following another brainstorming session with colleagues from the
production, design, cost, and marketing departments, it was evident that Lauren, as project
manager, will approach the senior management to brief them regarding the findings and the
recommendations for the project based on realistic estimations.
W5: DISCUSSION BOARD # 3
In the following section, the paper addresses the three questions raised in the business case
of the color laser printer project.
At this point, what would you do if you were the project manager?
Since the primary objective of the strategic management unit for launching the proposed
color laser printer at a remarkably lower price is to achieve a competitive edge and strategic
market gain, the amount of time to market holds critical importance for the organization. The
textbook signifies the importance of the time-to-market for sales, and therefore project managers
must utilize every opportunity to reduce the completion time (Larson & Gray, 2021). The priority
matrix will also help rationalize the performance and cost constraints for the project.
Hence, as the project manager, the author would apply the priority matrix to assist senior
management in identifying and clearly outlining the set of strategic priorities aligned with
organizational goals, business objectives, and strategic plans.
Furthermore, the author would share the findings with the senior management of the revised
estimates based on the work breakdown structure (WBS) and the bottom-up approach for the
project. Since the bottom-up approach structures its assessment from assessing each work
package, the textbook suggests using the bottom-up approach as a preferred and reliable method
of estimating (Larson & Gray, 2021). As the project manager, the author would provide a
detailed comparative analysis of the top-down cost estimation for the project by the senior
management and the revised estimates derived from the work breakdown structure (WBS) and
the bottom-up approach for the project.
Al Juboori (2021) emphasized that the factors such as a lack of information, a high risk, and
uncertainty level might significantly influence the initial phase of the project life cycle, and
elements of the estimator's experience and historical data play a crucial role in accurately
W5: DISCUSSION BOARD # 3
estimating the project cost. Therefore, the project manager would stress to the senior
management the significance of using past experiences and hands-on exposure of the middle
management and colleagues for their revised estimation findings reflecting the variance in the
expense of $1,250.000, 20% over the standard cost off, and time extension of four months vs. the
top-down cost estimation. As the project manager, the author would use the above-mentioned
comparative analysis to secure official consent from the senior management to approve the
revised cost and the project's scope.
Was top management acting correctly in developing an estimate?
Larson and Gray (2021) underscore the significance of using the project estimates derived
by the most knowledgeable professionals about the estimate needed. However, based on the
business case review, it appears that the senior management exclusively opted for the project
plan for the top-down estimate based on their prior knowledge without exploring the other
available options to attain more realistic estimates for the project. The senior management should
have applied a more inclusive and consultative approach in developing the project estimate. For
example, the senior management could have used the estimate based on the top-down approach
as a baseline. However, they should have strategically integrated their estimate with the estimate
derived by the work breakdown structure (WBS) and the bottom-up approach for the project.
Additionally, the strategic management group of Sharp Printing initiated its ambitious plan
to launch a color laser printer primarily based on securing a strategic competitive edge in the
market. In contrast, their project estimation approach and methodology lack the necessary
supportive data, knowledge, and expertise. Furthermore, the extent of the gap in the two different
estimates from the strategic management group and the revised estimate based on the work
W5: DISCUSSION BOARD # 3
breakdown structure (WBS) and the bottom-up approach for the project reflects a lack of
communication across the organizational structure.
Communication and understanding of the situation are two critical skills of effective and
transformational leadership (Hersey & Blanchard, 2018). The nature, quality, contents, medium,
and frequency of communication transform the message into a vision of shared goals.
Transformational leadership leads, guides, meaningful engages, and shares a common vision
with team members to successfully transform the organizational culture to deliver strategic
objectives and plans. According to PMBOK® Guide (2021), communication is the most
important factor in engaging stakeholders effectively. Similarly, in project management settings,
Gomes et al. (2021) identify an inadequate communication with stakeholders and activities
creates uncertainties that most likely cause project failure. The lack of effective communication
between the senior management and the middle management is quite evident in the Sharp
Printing case.
What estimating techniques should be used for a mission critical project such as this?
According to Asadabadi and Zwikael (2021), time and cost estimations of project activities
are challenging yet crucial tasks for project managers. Considering the nature of this project as a
mission-critical project for the organization and the emphasized strategic business objective the
organization was striving for, the paper recommends using a combination of bottom-up and top-
down methods to determine a more realistic and conceptual set of estimates. In addition, the
management must include group consensus methodology and analogy and mathematical
relationships to drive estimates (Larson & Gray, 2021).
The paper also identifies Group Range estimating method and three-point estimating as
other alternatives to employ for this project. According to Larson and Gray (2021), the group
W5: DISCUSSION BOARD # 3
range estimating allows the project manager and owner to assess the confidence associated with
project times. Similarly, Project Management Institute (2021) also identifies range estimating as
a valuable technique to account for the uncertainty and variability inherent in project work. It can
contribute to developing a risk-adjusted project estimate.
Asadabadi and Zwikael (2021) underline that time and cost estimations of project activities
are challenging tasks for project managers and planners. Moreover, the challenges of developing
realistic effort estimates are even more prominent in the early stage of a project's life cycle
(Mendes, 2008). Hence, it is critical to apply the most suitable estimating technique and
approach to make better decisions and create a realistic estimate for actualizing the project
according to its scope and constraints.
Conclusion
Luke 14:28 (NIV, 1973/2011) reads, "Suppose one of you wants to build a tower. Won't you
first sit down and estimate the cost to see if you have enough money to complete it?" The
message from Luke 14:28 (NIV, 1973/2011) professes us to take a thorough understanding, plan,
and estimate the required resources prior to undertaking a project. According to Larson and Gray
(2021), quality, time, and cost are the bedrock of project control. Hence, project management
requires attention to detail, extensive preparations, planning, teamwork, and integration of
organizational strategic objectives and plans to deliver a successful project.
W5: DISCUSSION BOARD # 3
Response # 2
Thanks, Mason, for your thoughtful contribution to the discussion. Your perspective regarding
the strong leadership skills of project managers makes a valid and strategic point.
Traditionally, the academic literature differentiates between a leader and a manager as leaders
are innovative and focused on accomplishing the vision for the organization. In contrast,
managers administer daily routine of activities through efficient implementation and following
processes by the staff.
Over the years, the role of project managers has evolved into project leaders. According to
Novo et al. (2017), several studies found that the part of strong leadership skills of a project
manager is highly influential in successful project deliveries. Furthermore, findings have
indicated that various traits falling under the umbrella of leadership are associated with
successful project managers.
As your post suggested, the project managers should show the ability to manage their
superiors, senior management, and stakeholders. I concur with the perspective. In addition, our
text emphasizes that effective negotiation is critical to a successful collaboration (Larson & Gray,
2021). However, for project managers to be effective in the negotiation, their communication
skills are fundamental key.
Communication and understanding of the situation are two critical skills of effective and
transformational leadership (Hersey & Blanchard, 2018). The nature, quality, contents, medium,
and frequency of communication transform the message into a vision of shared goals. Therefore,
in this case, the project leader should exhibit strong proficiency in negotiation with the senior
management and the team members through utilizing effective communication.
Reference for Response # 2
W5: DISCUSSION BOARD # 3
Hersey, P., & Blanchard, K. (2018). Management of organizational behavior, utilizing human
resources. Leader Vision for Effective Leadership. Retrieved April 13, 2022, from
https://www.researchgate.net/publication/334889732_Leader_Vision_for_Effective_Lead
ership/link/5d44363892851cd0469a6248/download.
Larson, E. W., & Gray, C. F. (2021). Project management: The managerial process (Eighth
edition). McGraw-Hill Education.
Novo, B., Landis, E. A., & Haley, M. L. (2017). Leadership and Its Role in the Success of
Project Management. Journal of Leadership, Accountability & Ethics, 14(1), 73–78.
Response # 1 Bryce
Thanks, Bryce, for your feedback. I concur with your point regarding the strategic aspect of the
approach with a new go-to-market project estimated by the senior leadership in this case.
Unfortunately, the senior management did not thoroughly consider the firm's prior experience in
such business scenarios. As your post identified, Larson and Gray (2021) recognize that template
estimates rely on historical data, and range estimates are helpful when there is uncertainty with
time, cost, or both, especially in the early stages of a project.
W5: DISCUSSION BOARD # 3
Similarly, the study by Stewart (2021) points out that 39% of the projects in the UK and 45%
of the projects in the USA failed to achieve their objectives due to inefficient and unreliable
estimates, poor communication, and unsupported project culture in organizations. In this case,
the senior management and the strategic management group of Sharp Printing relied on the top-
down cost estimation for the project. They initiated their ambitious plan to launch a color laser
printer primarily to secure a strategic competitive edge in the market. According to Hersey &
Blanchard (2018), the organizational culture also plays a significant role in ensuring
collaborative business practices. Meaningful engagement across the organization accentuates the
likelihood of successful project execution.
As Larson and Gray (2021) emphasize, the management must include group consensus
methodology and analogy and mathematical relationships to drive estimates. The senior
management and the strategic management group failed to follow this essential aspect. They
initiated their ambitious plan to launch a color laser printer without considering engaging other
relevant staff to formulate an effective business strategy based on an expanded range of data and
experienced feedback.
Reference for Response # 1
Hersey, P., & Blanchard, K. (2018). Management of organizational behavior, utilizing human
resources. Leader Vision for Effective Leadership. Retrieved April 13, 2022, from
https://www.researchgate.net/publication/334889732_Leader_Vision_for_Effective_Lead
ership/link/5d44363892851cd0469a6248/download.
Larson, E. W., & Gray, C. F. (2021). Project management: The managerial process (Eighth
edition). McGraw-Hill Education.
W5: DISCUSSION BOARD # 3
Novo, B., Landis, E. A., & Haley, M. L. (2017). Leadership and Its Role in the Success of
Project Management. Journal of Leadership, Accountability & Ethics, 14(1), 73–78.
Stewart, J. (2021). Top 10 Reasons Why Projects Fail. project-management. https://project-
management.com/top-10-reasons-why-projects-fail/
References
Holy Bible, New International Version®, NIV® Copyright ©1973, 1978, 1984, 2011 by Biblica,
Inc.® Used by permission. All rights reserved worldwide.
Al Juboori, A. A. (2021). Practices That Increase the Budget Estimate’s Accuracy during the
Initial Phase of the Construction Project’s Life Cycle. International Journal of
Construction Project Management, 13(2), 129–159.
Asadabadi, M. R., & Zwikael, O. (2021). Integrating Risk into Estimations of Project Activities’
Time and Cost: A Stratified Approach. European Journal of Operational Research,
291(2), 482–490.
Ghallab, A., & Hosain, M. S. (2020). Factors Affecting the Cost Accuracy of Construction
Projects: Arab Contractors in Egypt. ProQuest. Retrieved 2022, from
https://www.proquest.com/docview/2466060138/F65D4158348D472APQ/1?
accountid=12085
W5: DISCUSSION BOARD # 3
Gomes Figueiredo Filho, L. B., de Castro Fettermann, D., & Bouzon, M. (2021). The Effects of
Stakeholders Management on Risks: An IT Projects Analysis. Proceedings of the
International Conference on Industrial Engineering & Operations Management, 655–665.
Hersey, P., & Blanchard, K. (2018). Management of organizational behavior, utilizing human
resources. Leader Vision for Effective Leadership. Retrieved April 13, 2022, from
https://www.researchgate.net/publication/334889732_Leader_Vision_for_Effective_Lead
ership/link/5d44363892851cd0469a6248/download.
Ibrahim, A. H., & Elshwadfy, L. M. (2021). Factors Affecting the Accuracy of Construction
Project Cost Estimation in Egypt. Jordan Journal of Civil Engineering, 15(3), 329–344.
Mendes, E. (2008). Cost Estimation Techniques for Web Projects. IGI Global.
Meyer, W. (2016). Estimating; the science of uncertainty. pmi.
https://www.pmi.org/learning/library/estimating-science-uncertainty-10186
Project Management Institute. (2021). A guide to the Project Management Body of Knowledge
(PMBOK guide) (7th ed.). Project Management Institute.
Stewart, J. (2021). Top 10 Reasons Why Projects Fail. project-management. https://project-
management.com/top-10-reasons-why-projects-fail/
