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Programme Managing Organisational Performance and Innovative Improvement (m2)

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Secunda Group

Cranefield College

Module M

Programme Managing Organisational Performance and Innovative Improvement (M2)

Group Assignment

Case Study

Trophy Project.

C.A. Carstens 750423 5096 082

S.F. Myburgh 690721 5025 081

S.B.R. Mncube 780306 5534 083

S. Mzizi 711209 5117 087

K.J. Mahloko 790309 5361 083

A. Govender 710507 7521 085

T. Mtsweni 820224 0603 088


"We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us this has also been indicated."

C.A. Carstens ______________

S.F. Myburgh ______________

S.B.R. Mncube ______________

S. Mzizi ______________

B.C. Klopper ______________

K.J. Mahloko ______________

A. Govender ______________

T. Mtsweni ______________



Name Level of effort %

C.A Carstens %

S.F Myburgh %

S Mzizi %

S.B.R Mncube %

K.J Mahloko %

B.C Klopper %

A Govender %

T Mtsweni %

Table of content

1. Executive Summary 4

2. SWOT analysis 5

3. Case Analysis 6

4. Theory 6

5. Proposed Solutions 12

6. Strategy Map 16

7. Vision & Mission 16

8. Value System 17

9. Balance Score card 18

10. Matrix Structure 19

11. Project Charter 20

12. Project Management Principles 21

13. Bibliography 22

Executive Summary

In conducting an analysis of this case it became apparent to the researchers that the ill-fated Trophy Project possessed numerous underlying problems and some rather obvious problems. All of which were severely detrimental to project success.

These problems identified being as follows:

Lack of project management skills, lack of authority of the project manager, no commitment from functional managers, poor communication, and lack of effective project management processes, poor top management support, conflict between role players, lack of customer focus, lack of urgency, problematic organisational structure, poor management and leadership.

It was found that a great deal of the problems stemmed from the behavioural strategy shortfalls and the remaining were predominantly structural flaws, with operational strategy not being as prevalent.

In solution to these problems experienced the researchers felt it necessary and imperative to implement the following corrective action.

Adopt Kotters steps for leading organisational change.

Focus on leadership improvement and implement drastic change if required.

Create a strategy map.

Create a vision, mission and value system.

Implement an appraisal system: Balanced Scorecard.

Implement a matrix system including a programme management portfolio.

Create a project charter.

Implement sound project management principles.

Implement a continuous improvement plan.

It is the opinion of the researchers that along with the implementation of these recommended solutions, one would be able to bring about changes of strategic benefit within the organisation. This will assist in elevating a level urgency and customer focus, also by obtaining the "buy in" of employees and management alike create cohesion within the organisation, all of which are seriously lacking.

The successful implementation of change would undoubtedly have an enormously positive impact upon Project success and customer satisfaction. These changes of strategic benefit will assist the organisation in maintaining return business from existing customers and the possibility of new customers by means of referral by existing satisfied customers.


The researchers have utilized SWOT analysis to determine the gap from the current state to the preferred state.


1. Resource availability

2. Reichart's commitment

3. Funding availability




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