Project Management- Apple Inc.

Project Overview
Apple is a leading computer and technology company that has manufactured various
groundbreaking devices. The manufacture of the new Mac Pro computer is one of the recent
projects that the company has engaged in. The manufacture of the Mac Pro computer is being
manufactured in China (Metz, 2020). The company has decided to manufacture the computer
outside the United States of America. The product has been assembled the computer in the
United States, but the company has decided to shift the production to China. The Mac Pro is a
highly advanced computer that retails for 6,000 dollars (Metz, 2020). Though the computer only
accounts for a small portion of Apple’s sales, the development and production of the computer is
a significant advancement. The production of the computer has, however come at a time when
the United States and China are in the middle of a trade war. Apple had reported its intentions to
move its production back into the United States. The move thus comes as a surprise to many in
the wake of the recent COVID-19 pandemic.
What Qualifies the Chosen Project as a “Project”
A project is an undertaking by a business or an organization that has certain set goals and
objectives (Meredith et al., 2017). Project management involves applying knowledge and skills
to achieve the objectives of the project. Apple’s development of the Mac Pro computer has set
goals and objectives. The successful completion of the production of the computer requires the
application of knowledge and skills. Another key characteristic of a project is clear deliverables
(Metz, 2020). Deliverables can be products or services. Evidently, the project has the production
of Mac Pro computers as the deliverable.

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Role of A project Manager
The project manager is tasked with the successful completion of the production and
development of the Mac Pro. The fact that Apple is subcontracting overseas means that the
project needs a manager who will be tasked with the overall management of the project. The
project manager is tasked with the task of activity and resource planning. The project has key
deadlines that have to be met. The project manager defines the scope and sets critical deadlines
based on estimates. Apple needs a project manager that will analyze the available resources and
come up with critical timelines when the project can be completed. The project manager will also
be tasked with organizing and motivating the project team. The project’s success will depend on
how well the employees work together as a team (Munns & Bjeirmi, 1996). The project manager
has to ensure that all employees work closely as a team and seek to achieve their full potential.
The project manager will also be tasked with eliminating bureaucracy and ensuring that workers
work towards achieving the set goals.
Project Sponsor’s Role
A project sponsor ensures that the key resources are put in place for the successful
completion of the project. The project sponsor is one level above the project manager (Meredith
et al., 2017). Apple has to appoint a project sponsor that will facilitate and coordinate activities.
The project sponsor will be tasked with ensuring that the production of the Mac Pro computers
remains one of the top priorities. The sponsor will also organize for Apple to fund the project
appropriately. The sponsor will also be involved in approving various plans and other changes
that come along the way.
Project Scope

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The definition of a project scope requires all stakeholders to work together and help in
defining the scope (Meredith et al., 2017). The scope of this project is to ensure that Apple
produces 6,000 Mac Pro computers every month. The company also needs to ensure that it
markets computers and increase its production as demand goes high. The computers must meet
the needs and expectations of consumers.
Project Risk/Uncertainty
Project risk alludes to changes that may affect the accomplishment of a project. One of
the risks that face the project is a budget risk (Meredith et al., 2017). The project has a set budget
that is expected to ensure that the project achieves its set deliverables. However, the cost of
running the project could be higher. The project is being run in China, and changes in currency
exchange rates could have a negative impact on the set budget. The project is also confronted by
scope creep risk. Apple could face pressure to make changes to the Mac Pro computer the
changes would affect the production of new computers.
Project Outcome
Apple is a leading company in innovation. Over the years, the company has developed
products that embrace the latest technology. The products have ensured that Apple edges out its
competitors. The development of the Mac Pro is the recent project that is expected to push the
company’s profitability and ensure that the company achieves customer satisfaction through the
production of a device with highly advanced computing capabilities. To this end, the expected
outcome is the production of a computer with advanced capabilities that will edge out Apple’s
competitors in the market.
Lessons Learned

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Project management is important is every organization. The success of organizations
depends on how well projects are managed. Even the best-planned projects have uncertainties
and may encounter problems in the process of implementation. However, this does not mean that
project managers are helpless when implementing projects. Risk planning can help identify
projects risks and put in place mitigation measures. In addition, it is important to have a clearly
defined scope. A scope guides the successful implementation of a project.

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References

Meredith, J. R., Mantel Jr, S. J., & Shafer, S. M. (2017). Project management: a managerial
approach. John Wiley & Sons.
Metz, C. (2020). Apple to Manufacture New Mac Pro Computer in China Instead of U.S..
Nytimes.com. Retrieved 17 May 2020, from
https://www.nytimes.com/2019/06/28/technology/apple-mac-pro-china.html.
Munns, A. K., & Bjeirmi, B. F. (1996). The role of project management in achieving project
success. International journal of project management, 14(2), 81-87.