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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...…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.
Next the strategy involved using solutions to help shrink the overall footprint of the nuclear facility in a clean and effective manner. This relied heavily on the overall predevelopment phase of the project. Here strong planning and effective communication ultimately help the project complete on time and under budget, thus generating a strong ROI for the country. Finally, the strategy would like to move nearly 10,000 containers of waste and dispose of them in an environmentally friendly manner which also…
References
1. Dobes, L. (2016). Contract and project management. In Managing Consultants: A practical guide for busy public sector managers (2nd ed., pp. 63–74). ANU Press. http://www.jstor.org/stable/j.ctt1rrd7jr.14
2. Kuryl, K. (2007). What is a Project Management Culture and How do we Develop it and Keep it Alive? In J. Wanna (Ed.), Improving Implementation: Organisational Change and Project Management (pp. 133–146). ANU Press. http://www.jstor.org/stable/j.ctt24h3mc.17
3. Pich, M. T., Loch, C. H., & de Meyer, A. (2002). On Uncertainty, Ambiguity, and Complexity in Project Management. Management Science, 48(8), 1008–1023.
4. Pinto, J. K. (2002). PROJECT MANAGEMENT 2002. Research Technology Management, 45(2), 22–37. http://www.jstor.org/stable/241345115. Rizvi, A. (2007). Organisational Alignment: How Project Management Helps. In J. Wanna (Ed.), Improving Implementation: Organisational Change and Project Management (pp. 71–78). ANU Press.
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