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Industria: Automóvil
Antecedentes: En 2007, la Compañía ABC planeó crear un nuevo vehículo de plataforma que
contuviera un motor diseñado y desarrollado localmente. Este motor cumplía las normas Euro4 y
la unidad de control del motor (ECU) fue suministrada por otro fabricante de equipos originales
(OEM). Para alcanzar el objetivo de entrega del producto, se tuvieron que realizar extensas
pruebas de campo. Esto requirió que 13 vehículos estuvieran listos en seis meses, lo que fue
mucho menos que el plan anterior de 12 meses debido a demoras en tareas anteriores del
proyecto.
Solución: Guía del PMBOK® apalancado, sexta edición, sección 11.1, Planificar la gestión de riesgos
La Compañía ABC decidió tomar un camino sin precedentes al fabricar los 13 vehículos en su taller
de producción. La empresa identificó la unidad de taller de prototipos como la instalación más
adecuada para ejecutar esta tarea después de evaluar los aspectos técnicos de la instalación. El
gerente de proyecto estacionado en esta instalación evaluó los desafíos de la solución alternativa
identificada mientras construía el primer vehículo, que tomó un mes. Se emprendieron con
diligencia las acciones adecuadas destinadas a contrarrestar los desafíos.
Resultado: Al enfocarse en los desafíos observados e implementar las acciones necesarias para
corregir las brechas, el equipo del proyecto completó los siguientes 12 vehículos en cuatro meses.
Como resultado, el proyecto no solo recuperó el tiempo perdido en el cronograma, sino que
también completó la tarea un mes antes de la fecha límite.
Case Study: Recovering a Project Schedule by Mitigating Risks
How a project manager for an automobile manufacturer made bold decisions to help drive project
success.
Industry: Automobile
Lessons Learned: By implementing the proper stages of risk management and identifying
mitigating actions to reduce the impact of risk, the project manager can positively influence the
project. The project manager should not refrain from taking bold decisions to improve project
progress. By doing so, the project manager should seek input and support from all stakeholders
and drive the project to success.
Background: In 2007, the ABC Company planned to create a new platform vehicle that contained
an indigenously designed and developed engine. This engine was capable of Euro4 norms, and the
engine control unit (ECU) was supplied by another Original Equipment Manufacturer (OEM). In
order to meet the target of product delivery, extensive field trials had to be undertaken. This
required 13 vehicles to be ready in six months, which was far less than the earlier plan of 12
months due to delays on earlier project tasks.
Problem: The R&D vehicle assembly shop had the capability of manufacturing one vehicle in six
weeks. This facility did not have enough spare capacity because of other important export orders.
Because of this, the manufacturing of 13 vehicles appeared to be an impossible task. If the
manufacturing of vehicles was delayed, the subsequent activity of testing engines through vehicle
field trials would further push product launch by at least one year.
Solution: Leveraged PMBOK® Guide, Sixth Edition, Section 11.1, Plan Risk Management
ABC Company decided to take an unprecedented path of manufacturing the 13 vehicles in its
production shop. The company identified the prototyping shop unit as the most suitable facility to
execute this task after assessing the technical aspects of the facility. The project manager
stationed at this facility assessed the challenges of the identified workaround while building the
first vehicle, which took one month. Suitable actions aimed at countering the challenges were
undertaken diligently.
Outcome: By focusing on the challenges observed and implementing necessary actions to correct
the gaps, the project team completed the next 12 vehicles in four months. As a result, the project
not only recovered time lost in the schedule but also completed the task one month before the
deadline.
Developed by PMI for PMIstandards+ with contributions from by Vrushank Buch, PMP ©PROJECT
MANAGEMENT INSTITUTE, INC.