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Woody 2000 -- Project Outline
The Woody 2000 project represents an industrial facilities expansion for a growing small-to-midsize (SME) business that produces custom furniture and cabinets. This SME, The Custom Woodworking Company, has designated a seventeen million dollar project budget with the goal of adding an equivalent of twenty five percent to their existing production floor space as well as introducing some modern equipment with some level of automation. The project is to be managed a company known as Expert Industrial Developers (EID) who has been contract on a cost plus basis after the project stakeholders refused an initial offer of twenty million dollar project budget with an estimated eighteen month project duration.
Company Background
Custom Woodwork Company (Woody's) began as a small scale furniture business that is now medium scale, manufacturing cabinets and furniture for industrial estates. Currently, the asset base is over $180 million with revenues over $96 million.
Project Objectives
The mini boom in commercial construction and possible expansion of the airport presented an opportunity for Woody. Woody needs to expand manufacturing...
The maximum budget is $17 million for this project.
Project Issues and Response Plan
PMI, (2008, p. 6) distinguishes project management as "the application of knowledge, skills, tools and techniques to project activities to meet the project requirements." To successfully deliver the project within the 18 months' timeframe, $17 million budget and within design and process specifications, the application of all 5 process groups and 9 knowledge areas are necessary, as well as the application of MS Project. Several different aspects of poor project management were identified upon review of this case. These range from typical project implications that are a result of scope creep to poor communication and change management processes throughout the duration of the project.
The first aspect to project management that was deemed to be insufficient in this project was risk management. There seemed to be little or no risk management conducted before or during the project's duration. It is reasonable to suspect that proper…
Works Cited
Kerzner, H. (2009) Project Management: A Systems Approach to Planning, Scheduling and Controlling. 10th Ed. New Jersey: John Wiley & Sons Inc.
PMI (2008) A Guide to the Project Management Body of Knowledge. 5th Ed. Pennsylvania: Project Management Institute, Inc.
Wysocki, K. (2012) Effective Project Management: Traditional, Agile, Extreme. 6th Ed. Indianapolis: Wiley & Sons Inc.
Woody 2000 The project proposed herein involves identifying optimal approaches to the expansion of the existing workspace and installation of a production train for The Custom Woodworking Company (hereinafter alternatively "Woody's" or "the company"), a custom furniture and millwork manufacturer headquartered in British Columbia. The company's longstanding reputation for high quality products has created a need for this additional workspace and more efficient manufacturing processes. Overview of Plan and Implementation The overarching objective
Woody's Project Management: The Custom Woodworking Company is relatively a medium sized cabinet and furniture making firm whose headquarters are at Industrial Estates, BC. The founder began the company in 1954 following his apprenticeship as a cabinet maker before moving to the current location in 1959 together with his wife. Woody's currently manufactures custom furniture, typical kitchen and bathroom cabinets, and various wholesaler or retailer furniture products. Following its continual growth
For example, the company did create a monthly cash flow chart for the modernization project. However, this flow chart was not regularly re-evaluated over the course of the project on a regular and timely basis, once delays became a problem. There was no talk of scaling back or reformulating the approach, once it became clear that the project was going to be more expensive and take longer than anticipated.
When Leadbetter was made aware of these issues, he contacted only the subcontractors working on individual aspects of the project, attempting to micromanage without coordinating through the project leaders at the two major companies that had been hired to complete this project (EID and S&P) (Project Management Case Study 2000). All told, the project that had been slated to take a year to complete took over two years, ran into
Even a good plan cannot account for all subcontracting-related delays. Intuitively it might seem that a plan of such magnitude could not be completed on time, at least not with so many subcontractors. When in doubt, common sense should 'win out' when allowing for delays. The only conceivable way for a good baseline plan to have accounted for more contingencies within the project would be to work with all subcontractors
Setting specific time tables for events, and having a clear understanding of how long each part of a project entails -- and who is responsible for overseeing that phase of the project -- is essential. 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