The Trophy Project

1. Executive Summary

An intensive analysis of the case study reveals that this project that is in a state of disarray as far as basic project management principles are concerned. The Trophy Project implementation is currently experiencing excessive expenditure as cost overruns , project schedules on slippage from its initiation phase, inadequate resource allocation and overall poor project performance. These problematic elements collectively points to the lack of project scope identification and development (project scope).Within these present circumstances, we invariably encounter an unsatisfied customer (customer satisfaction).

Figure 1: Adapted from M1, Overview of Project Management

The above mentioned dysfunctional elements within the project triad are the results of the problematic operational execution of the Trophy Project. However, and more importantly, we can furthermore assess that various strategic dimensions of the organisation are not in place to effectively secure a solid foundation for successful project delivery to the customer.

2. Introduction:

The Trophy project is a project that experienced challenges from its inception right through to completion. The case does not give us the background of the company concerned, but we do learn a great deal about the company through the events that unfolded from the time Reichart was appointed as project manager, to the point where a third project manager was appointed. At the time of completion, the Trophy project was already one year behind schedule and at 40 percent cost overrun.

2.1. Challenges

* In the case study we discovered that Functional managers were charging direct labour cost to the trophy project while working on other "pet" projects.

* Staff appointed to work on the trophy project was inadequate to complete the project, even after Reichart presented the challenges to the top management, nothing positive came through.

* Corporate staff required that he report on a weekly basis, this reduced Reichart to do more of administration work rather than value adding activities. Top management was more concerned about getting the project back on track.

* A request by an appointed programme manager was approved to implement computer programme to track progress and problems. 12 resources were supplied to work on a computer programme and $50 000 budget was injected, yet the programme could not yield positive results, $15 000 top up was required to complete the development of the programme. But the project was abandoned.

* Vendors were not supplying components on time.

* Reichart was also reporting to the functional department manager.

* The customer deployed a representative to monitor their progress and also interfering with their business.

* Reichart was later replaced by another project manager, who was also (on mutual agreement) was replaced by a third project manager.

Based on the scenario above it I clear that there are a lot of challenges that the organisation is faced with. Below is the analysis of the problems and their root causes.

2.2. Root causes analysis:

2.2.1. Lack of Structural Strategy

* Appointing of a Junior Officer without support.

* Absence of project and programme management disciplines.

* Poor allocation of capital and human resources.

* Poor leadership by top management.

* Organisational strategy not communicated.

* Organisational structure not supporting the overall organisational strategy.

2.2.2. Behavioural Strategy

* Poor planning.

* Misappropriation of funds.

* Poor resources allocation.

* Lack of support by top management.

* Lack of customer focus.

* Poor problem identification and mitigation.

* Poor management of stakeholders.

2.3. Top Management Leadership

Top management of the company has no sense of accountability, responsibility and respect for their clients and the people employed to render services to their clients. The management lack vision and the ability to share and inspire their employees. Top management focus on customer satisfaction is questionable.

2.4. Functional Management

Functional manager are like a loose canon. In this case they are able to spend funds without utilising their resources to the intended project.

Functional managers seem not to care about the impact of misappropriation of fund and how it can impact negatively on the business.

2.5. Reichart's Leadership and Managerial abilities

Reichart leadership style needs to be improved. He is confident and willing to take up challenges. But without proper coaching and mentoring, chances of him growing in this organisation are limited. Reichart leadership style is more reactive than proactive. Reichart needs to be more direct, persuasive and probing as well in order to get things done.

After careful examination of the root causes of the Trophy project, we came to the conclusion that the organisational structure and the behavioural strategy are the major root causes of the project failure.

The change in economic climate exert a lot of pressure in business to be robust enough to ensure that the client in which they serve are satisfied without compromising the human capital involved in delivering services. This required a lot of creativity and integration of processes and system to ensure efficiency and effectiveness. The purpose of this report is to demonstrate how the organisation can turn their failure to success by introducing a turn around strategy in order to deliver effectively and efficiently to their clients.

The purpose of this report is to demonstrate action to be taken to introduce change. Each area

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