“Novo Nordisk Engineering: Running for Fast-track Project Execution” case study (Reference no. IMD-6-0285). Case Synopsis: When appointed Chief Executive Officer of Novo Nordisk Engineering (NNE), Hans Ole Voigt created a vision for the company: Within five years NNE should be able to build a pharmaceutical plant in less than a year. The first reactions were quite negative, most of the employees thought such a goal was totally unrealistic. Processes were re-engineered; people were coached and step by step NNE got closer to the objective. Employees became more and more energized and felt the 12 months goal was reachable. From a 30 to 36 months industry average construction time, NNE first came down to 24 then 18, and finally 11 months. By 2005 the goal was reached, and the company had earned a standing reputation thanks to its accomplishments. This case provides a good opportunity to learn about speed in project management. From a supply chain perspective, it shows the importance of 23 involving external partners from clients to suppliers in successful project execution. It also helps understand that even in highly regulated industries (here the pharmaceutical industry) processes can be changed and improved. From a human resource management perspective, it shows the importance both of creating energy-driven employees to overcome extremely challenging projects and investing in project management training. Case Assignment Questions: 1. Discuss the key success factors of the NNE strategy. 2. What are the barriers for implementing fast-track execution? Why might other companies have chosen not to adopt this approach? 3. Evaluate the management of a fast-track project, highlighting the differences from a traditional project. 4. From a supply chain perspective, how should the relations with suppliers be in order to enable the success of fast project execution? Guidelines for the written assignment: o The report should be 2000 words (+/- 10%). The word count is from the start of the Executive Summary to the end of the Conclusions sections and does not include the cover page, references, and appendices. Executive Summary • In a single paragraph, summarise the contents of the entire report. This should be written last when the rest of the report is completed so that you know what you are summarizing. Introduction to the selected project • Briefly introduce the project you have chosen to analyze. • Outline your plan to analyze the project, i.e., what topics you will use and the elements of theory or frameworks within those topics you will apply to the project. Analysis of the Project • Using the theory in the module topics, analyze the project. • Use the questions provided as a structure for the main body. • You should not spend too many words describing the theory you use (referencing it is sufficient) but devote most of the effort to applying the theory to the information you have obtained about the project. Discussion and Conclusions • In this section, you discuss your findings and explain why the project can be deemed a success or failure – what worked well and why, what didn’t work and why, and what your group would have done differently if you were the project manager. • Identify the key learning points in the project and what your group learned from undertaking the assignment. References • All third-party material used in the report must be listed here using a formal referencing system such as the Harvard system. These must be correctly cited where used in the body of the report.