Project management case study

Based on the facts of the case and any additional research you perform answer the following questions:  

1. Analyze the efforts of the project manager(s).  Where do you think they performed well, performed bad (To say they didn\\\'t isn\\\'t acceptable?  There is always something that can be improved), and any other actions or efforts you think are worth discussing.  

The project managers performed very well balancing all the objectives of the project. As noted by the case study, the managers needed to contain nearly two Olympic sized pools worth of contaminant, reduce the footprint of the reactor, and improve economic development within the area. These three objectives in isolation would be difficult to accomplish. However, when combined the project becomes much more complex. The project managers did a great job a juggling all three of these elements to achieve the overall objectives of the project (Rizvi, 2007).

In addition, the project managers performed well in regards to collaboration with multiple and often conflicting parties. As a public project, the government was heavily involved, which can create a large amount of bureaucracy and administrative costs to the project. Here, the managers needed to effectively navigate the large amount of administrative delays while also keeping the project on time and on budget. Further complicating the issue was the mandate to hire only local contractors to complete the job. In order to generate economic development, the project managers were required to enlist the services of local contractors irrespective of their talent level. In essence, the project managers were forced to hire contractors locally even if a more talent, by more expensive option was available elsewhere. As a nuclear waste project, it is critical to hire the best contractors irrespective of their location simply due to the importance of the overall project. An error on the part of the contractor can cost not only the project, but the surrounding community as well. These costs can be devastating considering the facility was used to help construct nuclear weapons. The final party in which the project managers, effectively managed was that of the media. Here too, the project garnered such a large amount of attention from the media due in part to its scope. The $1.4 billion project, would be using tax payer dollars to help clean a nuclear facility, control waste, and revitalize the overall community. As such, the media would be a very important element throughout the project, both favorably and unfavorably. The project managers did a great job of managing all three of these elements to better ensure the overall success of the project. As the case indicates, the project managers were able to complete the project in 4 years and ahead of schedule. This was accomplished while completing nearly $100 million of addition work beyond the original scope of the project. Here, the strong communication skills of the project managers along with the strong collaborative culture created, help to provide project efficiencies (Pinto, 2002).

The project managers did an excellent job at protecting the safety and well-being of their employees. As the case indicates, an employee suffered an injury on the job that resulting in internal contamination. Although the employee would eventually make a full recovery, the project managers postponed the project entirely. During this phase, the managers would then continue to train and develop employees despite the project delays and overall cost increases that would ensue. This was a net positive as it first helps to establish a positive culture within the organization. Here, employees felt value and that their safety was important to not only their direct supervisors but to the entire organization. This also has the residual effect of improving productivity as employees believe their best interests are being reflected adequately within the organization (Pich, 2002).

2. Analyze the organization\\\'s culture and support your answer with facts from the case.

The organizations culture appears to be very collaborative. As the case indicated, the project was completed ahead of schedule and under budget. This was accomplished with very restrictive mandates placed by the government. For example, only local contractors can be sourced for the project, which had the potential to create quality issues on the project. Likewise the project required that local employees be used to help revitalize the overall economy. This too complicated the project, as the local talent may not posses the skills necessary to complete the task. As such, training and development investment would be needed to ensure that the local talent possessed all the necessary skills and abilities needed to complete the project (Kuryl, 2007)

Here, the culture looks to be one that heavily supports employees and their needs. The culture doesn’t look at the employees as simply numbers but rather more so a community of like-minded individuals pursing a goal. This is substantiated by the project managers willingness to suspend the entire operations of the project in the event that one person is injured on the job. In addition, this is substantiated by the large time and investment required to train over 800 employees who were originally schedule to be laid off to do different jobs within the project. Also the mandate to help revitalize the economy was important here as it indicates that the project managers would be more willing to train and develop employees so that they can prosper once the project is completed (Dobes, 2016).

3. Discuss the major achievements in each phase of the project life-cycle and explain why you consider them major.

In 2009 the major achievements related to the predevelopment, planning and staffing of the project. Here, nearly 2000 jobs were created and assigned, with a majority of them being locally sourced. 2010 saw the worker internal contain mentation case occur which ultimately resulting in the shutdown of the project and further stay training and development. Here the project looked to improve its internal policies to better ensure the safety of its employees. The major accomplishments from 2011 to 2013 was the successful deactivation and decommission of the cooling tower, reactors, and heat exchangers.

4. Analyze the strategy involved in the project based on what you read in our text.  I am looking for in depth thought in your response.

Here, the strategy involved in the project looked to accomplish three primary objectives. The first objective was to revitalize the economy through the employment of local talent, contractors, and community members. As a $1.4 billion project, the goal was to help provide long term, stable, and well-paying jobs to a community struggling to keep up economically with the rest of the United States. Through proper job training, development, and networking, the economy can be revitalized in a sustainable manner.