Program Management for Mammoth Energy Company (MEC)

Program Management
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Executive Summary
Maechelle Bróhaen, senior program manager at Mammoth Energy Company (MEC), was recently hired to modernize the company's Hy-Breasal airstrips. Maechelle then devised a strategy for upgrading only eight of the required sixteen airstrips. Maechelle was able to secure support for her program from both internal and external stakeholders during the planning stages thanks to MEC's substantial presence in Hy-Breasal. Maechelle created a business case that included suggestions from all relevant parties and ensured MEC's strategy was followed. MEC and Hy-Breasal are able to save money while expanding their operational options by collaborating with four other regional airports to upgrade only eight airstrips. Her proposal would be approved by the new eco-friendly Hy-Breasalian government, resulting in a $220 million cost savings over five years. While not everyone will agree with Maechelle's suggestion, it is consistent with the goal of helping MEC fulfill its vision and mission while also fulfilling its shareholder obligations. Finding solutions that are advantageous to the government and the people of Hy-Breasal is essential.
Program Management
Ideas to Cancel/Postpone Airstrip Project Program
Due to the condition of the airstrip, Maechelle suggested delaying fifty percent of the projects. Before moving on with the upgrading of MEC's systems, it was necessary to do study and compile all data. They are taking a significant risk by upgrading so soon and without first knowing the context or feasibility study's findings.
Maechelle realized she needed to connect her proposal to the business's strategic plan by identifying the success criteria for her program. She made an economic argument. According to PMI, the business case "manages a program that will help the company achieve its strategic goals and objectives and balance its use of resources to maximize value" (2017). The strategic plan ties this to the program. To secure stakeholders' support, the business case must illustrate the program's value to the organization and its mission. It is straightforward to assign project staff roles and duties when deliverables are organized according to milestone dates. Sastoque, Otegi, Toledo and López (2020) point out that KPIs enable staff to support objectives, aiding Maechelle's program in its success.
Implementation and Roadblocks
Most projects involve a large number of stakeholders, whose divergent perspectives always provide obstacles to the implementation of new project concepts. Maechelle might bolster her argument by demonstrating the long-term cost savings of replacing half of the airstrips. According to attachment 1, MEC and Hy-Breasal may save $220 million over five years by renovating only eight airstrips and collaborating with four more rural airports to give alternative landing alternatives. Second, Maechelle may focus on developing a preliminary plan with the understanding that key decision makers will use the preliminary plan as a starting point to make modifications and arrive at the final strategic plan to ensure that both internal and external stakeholder's opinions are heard and incorporated into the plan (Hunt,...