Problem Solution: Harrison-Keyes Inc. Harrison-Keyes (HK) Publishing, Incorporated has some decisions to make regarding the future of electronic publishing that could affect the entire society future. The new Chief Executive Officer (CEO) has given the e-publishing project manager 30 days to change his mind about the future of e-publishing in Hong Kong. The remainder of this report details what the Project Manager must do to gain CEO approval and full support for the project. Describing the Situation, Problem, and Opportunity Identification The organizational mission, project management structure, and organizational culture are the major issues facing Harrison-Keyes. Organizational culture is a key element for an organization to have the ability to build the right structures to implement projects. Organizational culture refers to a system of shared norms, beliefs, values ​​and assumptions that brings people together, thus creating shared meanings. This system maintains customs, norms, and habits that exemplify the values ​​and beliefs of the organization (Gray & Larson, p. 73). Mission statements identify the scope of the organization in terms of product or service. A written mission statement provides a focus on decision making when shared by the organization's managers and employees (Gray & Larson, p. 24). In the Harrison-Keyes scenario, no statement of intent is available, leading one to believe that a strong statement does not exist. Preparing a strong mission statement with a focus on people and culture is an opportunity for improvement. The Harrison-Keyes project management structure is set up along the lines of the functional organization approach where project management occurs within the existing functional hierarchy. Once a project is decided, the different functional units are delegated to the various segments (Gray & Larson, p. 56). Disadvantages of projects organized along functional lines include lack of focus, poor integration, slowness, and lack of ownership (Gray & Larson, p. 58). These disadvantages are immediately apparent in Harrison-Keyes' electronic publishing project. Stakeholder Perspectives/Ethical Dilemmas Among those who have a vested interest in the success of Harrison-Keyes' electronic publishing project are the new CEO, the project manager, and the employees. The new CEO is interested in making his mark on the company. He has an ethical dilemma in making sure he keeps an open mind towards the electronic publishing enterprise, which he openly says he has his doubts about. Jan Peters is the project manager. He has an interest in making the project successful so he can get a promotion. An ethical concern for her is to avoid pushing the project so it can look like a success, but to do the right thing for the company as a whole.