1. Does Como have a choice in whether to accept project management as a culture? 

No, with all the changes happening in the business an experience  project manager is needed to lead the business into a new way of doing business as the market place has changed. To be able to have one global decentralized. 

2. How much influence should a customer be able to exert on how the contractors mange projects? 

Customers can exert significant influence on contractors project management especially if they prioritize specific project management methodologies or require certain reporting standards. 

3. Was Como correct in attacking the cultural issues first?

Yes, addressing culture issues first was crucial as it lays the foundation for successful implementation for project management practices. 

4. Does the time frame of 36months seem practical?

The time frame of 36 months seems practical given the scope of cultural transformation and implementation of project management practices, but it may require persistent effort and resources.

5. What chance of success do you give Como?

Como has a good chance of success if they effectively address culture barriers, invest in training, and commit to the implementation of project management practices.

6. What dangers exist when your customers are more knowledgeable than you are concerning project management? 

If customers possess greater project management knowledge, it can lead to raised expectations, heightened scrutiny, and potential conflicts if the contractors method do not meet their expectations. 

7. Is it possible for your customers' knowledge of project management to influence the way that your organization performs strategic planning for project management?

 Yes, customer knowledge of project management can influence an organizations methodologies, and reporting standards to meet customer requirements.

8. Should your customer, especially if it is a powerful customer, have input in the way that your organization performs strategic planning for project management? If so, what type of input should the customer have on what subject matter? 

Should be able to provide input in strategic project management planning, concentrating on aspects like project objectives, communication protocols, and reporting formats, ensuring alignment with their needs and expectations. 

Como tool and die. B

1. What was the driving force for excellence before the announcement of chunk management, and what is it now?

Before the announcement of chunk management, the incentive for excellence stemmed from internal improvement and competitiveness. However, with the introduction of chunk management, the focus has shifted towards seizing the opportunity to secure a significant contract with Ford, thereby ensuring the company's survival and fostering its growth potential.  

2. How can Como accelerate the learning process to achieve excellence in project management? What steps should management take based on its learning so far?

Como can expedite the learning process by intensifying training programs, initiating pilot projects to test new techniques, seeking external expertise and fostering a culture of continuous improvement. Management should prioritize resource allocation, streamline processes, and enhance coordination with customers based on their learning from previous efforts. 

3. What are Como's chances of success? Justify your answer.

Como's chances for success are uncertain. Despite showcasing partial success in project management implementation, the expedited timeline and the high stakes of competing for the chunk management contract present significant challenges. Success will depend on Como's capacity to swiftly adapt, rectify shortcomings, and effectively compete for the contract. 

4. Should Como compete to become a chunk manager.

Competing for the role of chunk manager is a strategic choice that Como should approach with caution. While it offers prospects for expansion and stability, it also entails significant risks and resource commitments. Before reaching a decision, Como must evaluate its readiness, capabilities, and the potential impact on its core business before making decision. 

5. Can the decision to become an chunk supplier change the way Como performs strategic planning for project management?

Yes, the decision to become a chunk supplier can significantly change Como's strategic planning for the project management. It may require adjustments in resource allocation, organizational structure, and the project prioritization to align with the requirements and expectations of being a chunk manager for Ford.

6. Can the decision to become a chunk supplier cause an immediate change in Como's single methodology for project management?

Yes, the decision to become a chunk supplier could prompt an immediate change in Como's project management methodology. The company may need  to adopt a new practices, tools and processes to meet at the demands of chunk management and align Ford's requirements. 

7. If a single methodology for project management already exists, then how difficult will it be to make major changes to the methodology and what type of resistance, if any, should management expect?

Making major changes to an existing project management methodology can pose challenges, particularly if employees are resistant to departing from familiar practices. Management should expect resistance from those who fear change or viewing the new  methodology approach as disruptive. Employing effective communication, training, and involvement in decision-making can help mitigate resistance and facilitate a smoother transition.