By 1999, Clark Faucet Company had grown into the third largest supplier of faucets for both commercial and home use. Competition was fierce. Consumers would evaluate faucets on artistic design and quality. Each faucet had to be available in at least twenty-five different colors. Commercial buyers seemed more interested in the cost than the average consumer, who viewed the faucet as an object of art, irrespective of price.QUESTIONS 1. What is the critical issue? 2. What can be done about it? 3. Can excellence in project management still be achieved and, if so, how? What steps would you recommend? 4. Given the current non cooperative culture, how long will it take to achieve a. good cooperative project management culture, and even excellence?5. What obstacles exist in getting marketing and engineering to agree to a singular methodology for project management? 6. What might happen if benchmarking studies indicate that either marketing or engineering are at fault? 7. Should a singular methodology for project management have a process for the prioritization of projects or should some committee external to the methodology accomplish this?
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