Medisys Case Study

provider of this dependent submarket, CMI has limited alternatives, other than expanding its market share, to counter an adverse economic environment. • Historically, CMI has competed through its technical competence and by its product performance, presenting superior products as result of effective R&D processes. • Other collaborators / prescribers / influencers have an important role in the market. As CMI prepares to launch a new revolutionary

By analysing these areas it is apparent there are lessons to be learnt when undertaking enormous projects that are exposed to numerous external pressures. Whilst there were many significant negative issues that ascended from this project, it must be emphasised that over due time, Federal Square has developed itself into a cultural epicenter that feeds a thriving city.

This is a case about Eric Peterson, who was recently hired as a product manager in charge of sales and marketing of Biometra’s catheter. This product from Biometra, a subsidiary of Scientific Materials (SciMat), was the first product ever launched by Biometra and so its success was critical for both Biometra and SciMat. From the case we see that even though Eric Peterson tries hard to meet the product target launch date, there are several issues that he and the organization are experiencing.

This is a very important decision for Bill Thomas, as a mistake will prove extremely expensive to the company. However, I will provide a detailed marketing plan that will outline how Thomas, Inc. should proceed with the new product in order to become an innovative leader in the cardiovascular industry. Knowing Our Customer In order to successfully market this product, it is important to know who exactly our customer is. Hospitals will be buying our product in bulk, but the customers that we have to sell to are surgeons.

The organization’s purpose states that it harmonizes the scientific approach of its products and services. They have also increased the production of its health technology assessments (HTAs) and rapid reviews. On the customer side, the organization has invited patient engagement, and welcomed the pan-Canadian Oncology Drug Review - one of their major key initiatives - to the organization. Their work is one of

I compared Medstar Good Samarian Hospital, GBMC and Medstar Franklin Square Hospitals (FSH) for my comparison. I chose these three because they are near my home and I would likely be taken to one of them in an emergency. I was most surprised by the percentages under the readmission and death rates tab. This category included patients who were previously admitted to the hospital for treatment of medical problems and later experienced an issue that caused them to be readmitted. For COPD, heart attack, heart failure, pneumonia, and hip/knee surgery, all three of the hospitals met the national average. Under the stroke category, FSH was worse than the national average in the number of deaths that resulted from this complication.

For example, the cutting edge Intensive Care Incubator (ICI) and CPU-1 ventilator had both experienced disappointing sales since launch. Although these products had meaningful clinical benefits, Ohmeda’s sales force was not able to communicate those benefits effectively to its customers.

The MD&A states that Fortis is making an effort to achieve its growth sustainably in rate base, assets and earnings via its investment in business operations. Additionally, Fortis will keep focusing on clean energy and energy conservation initiatives, at the same time, balancing technology developments and changes in customer needs (Fortis Inc., 2016, P.21).

1. How well is this team performing? (Scale of 1-5 effectiveness, 5 most effective). Discuss.

as one of the ten most outstanding engineering achievements in the world over the past 50 years,

MediSys is a U.S.-based medical device manufacturer. It has been developing IntensCare project, a new medical system for monitoring patients in intensive care units. This project represents the most ambitious move in the company’s 10-year history. The company had invested large finances in this project and the market eagerly awaits its launch. The product development team consisting of people from several functional areas of the company, has been working on the product for six months but is now facing significant problems with the product design, clinical testing, meeting the production deadlines, and their own group dynamics. The pressure had also increased because of competitors also planning to launch similar products within the year. Several team members are concerned about meeting the team 's goals. The relationship between team members is quite tense and it doesn’t promise much progress.

Codman & Shurtleff is a subsidiary of Johnson & Johnson which supplied hospitals and surgeons worldwide with over 2,700 products for surgery. Codman is now facing a profit shortfall of two million. A series of actions was decided in order to recover the shortfall, while the decisions made were somehow not aligned with J&J’s group philosophy. Codman managers decided to cut budgets of R&D expenditure which might have negative effects on the long term performance of the firm. The management of Codman ought to choose a better way that has a positive effect on operations in the long run and use a formal process, “stage gate”, in new product development.

NME’s provide a higher return, but rarely make it to market compared to LCM products. The displacement of excess funds can either be invested into further research or be distributed to employees annually. If reinvested, additional capital could be used to further fund NME’s, or to market LCM’s. Evaluating individual projects and devoting special attention to their expected profitability or fit could produce alternatives as well. General Practitioner (GP), Niche, and Specialized products also offer additional lines of alternative products for evaluation and consideration.

The most suitable for CardiValve is the Leadership Creation Strategy. This team is comprised of talented individuals, but their efforts need to be led and guided by experienced managers. Having a high level of accountability will allow the managers to ensure that the product is of a high standard, which is demanded by the FDA for medical devices. In addition, having strong, experienced leadership provides clear channels of communication and also provides a formalized mechanism by which conflict between group members can be resolved.

Prior to the onset of modern project management, the success criteria of a project lay solely on the technical success, or scope of the resulting product or service. Today, adherence to budget and schedule form a triangle of success factors alongside scope, with client satisfaction also developing as a key determinant of project success (Kerzner, 2004). However, the delivery of project scope will always take precedence over all other project factors, because if a project fails to deliver on its original intention, need or functionality, the project will always be considered as a failure. This essay will analyse the adequacy of the Guide to the Project Management Body of Knowledge’s (PMBOK) definition of Project Scope Management in relation