During the past 20 years, the executives of Levon Corporation have been relatively successful, with their electronics manufacturing company. However, currently the company’s income exceeds far below what they have ever been accustomed. And because of the erosion of funds, the employees implored for assistance and expressed their concerns, but no one listened to their concerns. The executives were refusing to oblige the staff, which are not, only dangerous for them, but the company, as well.
The executives were not willing to listen to their sales and marketing employees, but eventually, they did listen to a consultant. First, their culture didn’t include project management, second the executives were unfamiliar with project management strategies and outcomes, but lastly they were familiar with how things were done there way and simply were resistant to change. After viewing the consultant’s presentation they were still hesitant about obtaining a PM.
Thus, “Historically project management resided only in the project-driven sectors of the market, but in the Non-project-driven sectors of the marketplace, corporate survival was based upon products and services, rather than upon a continuous stream of projects. Profitability was identified through marketing and sales, with very few projects having an identifiable P&L. As a result, project management in these firms was never viewed as a profession.” (Kerzner, 2012 pg. 59)

Three Strategies by the PM Consultant
The three strategies that the PM consultant felt necessary to use to help the executives at Levon Corporation understand the benefits and advantages to having a project manager are listed below:
• “Cost Benefit analysis” (Heldman, 2011 pg. 13)
• “Profitability will increase and help reduce power struggles” (Kerzner, 2012 pg. 51)
• “Project management makes the organization more efficient and