Many delays could have been easily overcome, simply by ensuring that responsible staff members did not go on vacation at critical times. How the organization will benefit from making changes

When the project began, the organization had benefitted by moving into subcontracting, in addition to focusing on its custom-built, wholesale and retail furniture lines. Expanding its production facilities was supposed to facilitate meeting increased demand. However, particularly given the 'custom' nature of many of its pieces, the benefits of time efficiency might not be as easily conveyed to the Woodworking Company as would be the case for a company with a more standardized manufactured product. Craftsmanship, even with superior production facilities, always takes time. Other aspects of the planned plant renovation, such as air conditioning for a production facility in a relatively cool section of the country, do not seem to have been worth the outlay, and were more window-dressing than evidence of actual, beneficial changes.

The expected outcomes of the project

The one possible benefit of the reconstruction strategy might be the acquisition of improved software and information technology. Using such materials can be a cost-effective way to promote the Company's product lines, as well as keep track of costs and orders. Although the Woodworking Company did not choose to expand into the U.S., it can still use web-based technology to sell to U.S. And even to international consumers. Attractively photographing the furniture and taking custom orders might be one way to circumvent the losses incurred as a result of the poorly-managed improvement project.

Other sources of revenue for the Company, such as incorporating or securing venture capital, do not seem feasible for such an insular, family firm. The firm has previously shown resistance to radical changes and outsider suggestions, as manifest during the beginning phases of the two-year renovation. However, seeking outside investment and finding other sources of...

If the Woodworking Company could use its new resources to create a 'greener' model of production that could be incorporated into its public image (such as, for example, emphasizing how recycled materials reduce deforestation and waste) this could differentiate it vs. its competitors and enable it to gain an industry edge, recouping some of the improvement costs.
How success of the project will be judged and measured

Ultimately, the success of any project will be measured in terms of its ability to convey additional revenue to a company: although it is worth noting that no specific method of testing the Woodworking Company's ROI (return on investment) was established before the project was instituted. Success in the short-term is usually measured by completion of deadlines and maximization of efficiency, two aspects on which this project clearly fails. In terms of the project's long-term implementation, securing benefits to consumers and maximizing future opportunities can still hopefully be realized (Analysis, 2009, Knol).

References

Analysis of project success: Criteria and success factors. (2009). Knol. Retrieved May 14, 2010

at http://knol.google.com/k/analysis-of-project-success-criteria-and-success-factors#Success_Criteria

Eco-efficiency in the wood furniture industry. (2008, January). Eco-Efficiency Center. Retrieved May 14, 2010. http://eco-efficiency. .management.dal.ca/Files/Business_Fact_Sheets/wood_furniture_fs.pdf

Wideman, Max. (2002, November 14). The Woodworking Case Study. Expert Project

Management. Retrieved May 14, 2010. http://www.maxwideman.com/papers/woody2000/background.htm