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This document contains a case study about Quasar Communications, Inc. (QCI), a $350 million telecommunications division that employs 340 people, mostly engineers. [1] QCI previously had a traditional top-down structure but in 1986 adopted informal project management with line managers still in control. [2] In 1989, the VP discovered major problems after interviewing project managers, including unclear requirements which caused schedule conflicts between departments. [3] The case asks how the VP could addres

Author

Thato

Language

EN