Intel Copy Exactly

Introduction

Intel-IDC copy exactly project case study has been analysed on the light of several aspects including project management approach, scope of the project, contractual relationship and communication. The analysis has shown some dysfunctions, in the aspects cited above, during the project management of the F22 fab in the case study. This has led to the following recommendations:

* The copy exactly strategy should be reviewed in a way to be more flexible hence allow project managers to be more innovative and the treat projects as they should be; unique and novel way to bring change,

* End users should be associated in the project design at early stages since they are critical stakeholders. Failure to associate them may lead to the projects failure.

* Communication channels between Intel and IDC should be strengthened in order to reduce design errors before changes to design become expensive to fix.

* Configuration should be correctly managed and all changes, no matters how small they are, should be documented so that contractual relationship cannot turn to a conflict relationship.

Project Management Approach and copy exactly strategy

Traditionally, project management follows a straightforward approach to planning a project. It utilizes what's called the waterfall approach. This method plans project activities one after the other, in a direct line. When change happens, the project resets itself at a previous point in the project timeline and starts over again with the same waterfall method.

The waterfall approach is very linear. Once a schedule is reset because of change, the entire schedule and final deadline shifts accordingly.

Intel-IDC approach to manage projects differs from the traditional project management style because of the multiple sources of uncertainties including the fast advances in technology innovation, fast moves on market tends and demand for ships and the end-users requirements which are formulated at the late design stages. This approach is fitted perfectly to this changing context hence it is characterized by a continuing cycle of change and resetting which allows project team to work with more regular and consistent cycles of reviews, approvals and agreement on the path forward.

Intel-IDC project management methodology is also characterized by its flexibility which is in the interests of risk reduction and maximising effectiveness.

Nonetheless, significant gains in efficiency can be realised through standardisation. This is allowed with the compulsory approval of the project board of any design change on the basis of the "white paper".

Moreover, the implication of the end users before closing out the project shows that Intel-IDC project management approach tends to be a retrospective approach. In fact, unlike many organizations that improve their current program and project management practices by the utilization of post-mortems or post-project audits, it seems that Intel-IDC tends to use a retrospective method where the team members share and express strategic points during the program or project lifecycle and discuss what is working and what needs to be improved. It seems that this approach helped Intel express the needed changes needed for the solvent room before it is too late.

However, it would be no need for the change cited above if the IDC project manager has clearly identified all stakeholders during the programming stage. In fact, the room-owner is a critical stakeholder with high interest and high power on the project design. IDC should have collected room-owners needs and specifications for the