Project Management Case Study
PROJECTMANAGEMENT CASE STUDY
Task2: Project Management Case Study
Executive Summary 2
2.1 Introduction 2
2.2 Background 3
2.3 Situational Analysis 3
2.4 SWOT Analysis 3
2.5 Methodology 5
2.6 Initiation 6
2.7 Planning 6
2.8 Execution 7
2.9 Monitoring and Control 7
3.0 Project Closure 8
3.1 Evaluation 8
3.3 Conclusion 8
AWroxham boat builder is a company that focuses on the designing andbuilding of motor launches that are used in the leisure industry.With some developments that come up which include the removal oftrade barriers, companies from other countries are able to penetratethe market, thereby, making it necessary for Wroxham adopt measuresthat will see it remain relevant. One of the identified ways isthrough reaching a deal with ERP Systems which can link the companywith other companies in the world. This will enable Wroxham to widenits market base and as well, increase its survival. This process willrequire a high-level of project management process that will ensurethat things go on as required so as to work within the set budgetaryallocation and time. Some of the characteristics that the projectneeds to have are found in Appendix I.
Thereis a high need for better process and planning to be put into placeto ensure that Wroxham boat builders are able to go about itsactivities as well as installing a new ERP system. The projectmanager and all the other players in these activities also need tobear various characteristics that will ensure that they drive theproject to its proper completion and proper closure (Wysocki,2011, 65).They will also need to put much focus on the vision of the projectand be out to identify any problems that could arise and make it hardfor them to achieve the objectives set.
Figure1.0 below shows the steps followed when carrying out a project. Allthe steps are important as they play a role in achieving the goalsthat have been identified. There is, however, a critical path thatmay be created so as to achieve the goals of the project while, atthe same time, able to save immense resources in terms of time andmoney that could be devoted towards the project. The critical pathcould involve project planning, execution, and evaluation (shown bythe dotted lines).
he project shall follow the following process:
Monitoring and control
Figure1.0 Project management process. (Source: Wysocki,2011)2.2Background
Wroxhamboat builders have been having a smooth sailing endeavor in themarket, given the fact that most of its clients in the leisureindustry have preferred its products for a long time, because oftheir high level of reliability and ease of updating. However, sincethe trade barriers were removed and international trade wasstrengthened, the company has had a great problem brought about bythe increased competition from companies that are headquartered inother countries.
Asa result, instead of accepting defeat as a result of a change incircumstances, the company has made the resolution to engage theservices of ERP Systems so that it may be able to link with othercompanies that are found outside the country. This exercise will bequite vital as it will enable the firm to widen its market base as itwill also be able to sell its products overseas and as well, able tofranchise its operations outside. While the installation of the newsystem is set to take up to about eight weeks to be fully functional,it is also important to ensure that the installation process doesnot, in any way, interfere with other activities that the company isinvolved in. The installation process also needs to be within the750,000 pounds that have been set aside. As a result, the prowess ofthe project manager who shall be involved in the process shall be keyin ensuring that everything goes according to the plan.
Inorder ensure that the process of installation of the new system goeson without any glitch, it is important to carry out a SWOT analysisto identify the elements that will act in favor of its operations aswell as those that may hamper the chances of its survival in themarket. As a result, this will be crucial in making the projectmanager establish the ways that will help to ensure that the companygoes on with its activities smoothly (Martinsuo,2013, 794).Strengths are those internal factors that are able to make itsuccessful while the weaknesses are the internal factors that aredisadvantageous to the firm. The opportunities are external factorsthat are of benefit to the company while the threats are externalfactors that may hamper the ability of the firm to achieve itsobjectives.
Highly qualified personnel who are able to drive the agenda of the project so as to ensure that all the deliverables are achieved.
The time available to carry out the project could be insufficient. This could bring in the problem of achieving the project within the stipulated period.
The existence of the ERP Systems which the company may be able to adopt so as to be able to link up with other companies that are found outside the country. Such companies could turn out to be an asset since they will be able to increase the market for the products made by Wroxham. They may also be able to market the company outside, thereby, increasing the number of potential clients.
The increased competition in the market that could make it hard for the company to continue making the sales as required and risk causing a reduction in the revenue that could be generated by the company.
The long history that the company has had in boat-making. This enables the company to make products that may easily be acceptable in the market.
The project could require high amounts of financial resources so as to be able to ensure that all the needed deliverables are achieved. Proper budgeting will, therefore, be key to this process.
Theproject process will be run in the procedural way, and concertedpractice shall be adopted so as to make sure that all thestakeholders are included in making decisions that will be vital inmaking the ideals of the project to come through. Proper controlsshall be established in a bid to ensure that all activities are inline with achieving the objectives of the exercise.
Theproject manager shall clearly outline the goal and objectives of theproject and the estimated time and resources that have been outlined.A team that will be involved in running the project shall be set. Allthe members will need to clearly bear the vision of the project.
Theplanning phase shall involve setting out the procedures that shall befollowed in a bid to make the project a success. This step shall alsodeal with the identification of the resources that are available andmeasuring against the ones that are needed so as to achieve the setobjectives. This exercise will be important since it shall providethe opportunity to identify whether there shall be any form ofdeficit and formulate ways through which the gap shall either befilled or the budget adjusted accordingly to accommodate theavailable resources. The resources that are available for the projectinclude the 750,000 pounds as well as the 8-month period that hasbeen assigned for its completion. Therefore, this period shall bebroken down into timelines that will ensure that a certainachievement has been made. It is the attainment of such smallachievements that will set a center-stage for the achievement of thegoals of the project. The project manager shall also ensure that allthe stakeholders involved have provided their views regarding how theproject will be run and state all the fears that they have, whichthey think could be an impediment towards its success.
Afterensuring that all the pre-requisites are available, and the teammembers are ready to begin their activities, the project managershall call for the rolling out of the project. This shall involvestarting up the process of laying down the ERP Systems which willcome in handy in helping to link the firm with other companies thatare found outside the country. This shall be a strenuous process thatcould take up to 7 months from its commencement (DeBakker et al., 2010, 493).It will also require highly qualified personnel, who shall be workinghand in hand with people from the management department in a bid toestablish a system that is desirable for them and consistent with theresult that they do have in their minds. The personnel shall alsoneed to be trained prior to the start-up of the project and allthrough its running to boost their skills. The practice will ensurethat the system established, remain stable and cost effective sinceit will greatly reduce the need to carry out regular repairs due tobreakdowns. The stability of the system will be of great help to thecompany because it will raise the chances of getting more companiesthat could be willing to enter into a contract with it, increasingits profitability.
2.9Monitoring and Control
Monitoringand control need to be incorporated into any project. They ensurethat the ideals of the project do not deviate from their course. Theexercise shall be carried out continuously and periodically both frommembers of the project steering committee as well as outsideconsultants who shall be hired specifically to carry out the job.Controls shall be done on a weekly basis. This shall be regularenough, and it shall ensure that any undesirable outcomes areaddressed as early as possible before the project goes way beyond apoint that it will be easily altered. The monitoring process shall bedone once every month (Kerzner,2013, 91).The personnel involved in running it will need to fill somequestionnaires that outline the progress of the project and theproblems that have been associated with it. This will enable thecommittee to keep track with how the project is going on and assesswhether it is aligned with the objectives that were put up. Thepersonnel in charge of running it will also need to provide theircomments regarding the ways through which the running of the projectwill be strengthened.
Astrong project closure is usually necessary at the completion of agiven project. It prevents any chance of the continual of wastage ofresources (Jun et al., 2011, 923). However, the project will beclosed only after the installation of the system is complete and itis up and running. The system will also be taken through tests toidentify any weak areas that it could be having, and a properrectification carried out if any mishap is identified. The completeclosure shall also involve the rolling out of the system and itscommissioning so that it may start working.
Itis only after the project has been closed down that the steeringcommittee may be able to sit and evaluate the entire project rightfrom the time when it was initiated. The committee will also need toobserve how the system is performing for a period (Meredith, andMantel, 2011, 82). This will provide it with the relevant informationthat it may require to ascertain whether the running of the projectwas a success or if there is more that could be done so as to make itmore worthwhile.
Theproject will be a success if all the elements addressed are put intoconsideration and adhered to, by all the stakeholders who areinvolved. The project manager will bear the vision and motivate allthe people involved to do their best towards the attainment of thegoals.
Appendix1: Characteristics of a project manager
Goal oriented- He needs to have the end-result in mind so as to be able to drive the main agenda of the project. This will avoid any cases of deviations.
Charismatic- He needs to have the ability to influence other people to carry out their duties with a high level of enthusiasm.
Visionary- He needs to have the ability to create goals and ideas that are able to materialize in future with proper measures.
Well informed- The project manager needs to be highly knowledgeable in the specific field or the program that he is running so as to increase the chances of success.
Good communicator- The project manager needs to bear excellent communication skills which will be able to inspire other members of the steering committee.
DeBakker, K., Boonstra, A. and Wortmann, H., 2010. Does risk managementcontribute to IT project success? A meta-analysis of empiricalevidence. InternationalJournal of Project Management, 28(5),493.
Jun,L., Qiuzhen, W. and Qingguo, M., 2011. The effects of projectuncertainty and risk management on IS development projectperformance: A vendor perspective. InternationalJournal of Project Management, 29(7),p923.
Kerzner,H.R., 2013. Projectmanagement: a systems approach to planning, scheduling, andcontrolling.John Wiley & Sons. 91
Martinsuo,M., 2013. Project Portfolio management in practice andcontext. InternationalJournal of Project Management, 31(6),794.
Meredith,J.R. and Mantel Jr, S.J., 2011. Projectmanagement: a managerial approach.John Wiley & Sons. 82
Wysocki,R.K., 2011. Effectiveproject management: traditional, agile, extreme.John Wiley & Sons. 65