THE TROPHY PROJECT
1. EXECUTIVE SUMMARY
The lack of support from top leadership on The Trophy project compounded Reinhart’s problems and made managing the project a complete nightmare. This was also mainly due to the fact that there was no business case formulated for this project. The baseline plan might have been formulated but it did not cover all aspects of the project plan. For instance there was no clear project objective outlined so the team members only realised that they had a role to play months after the project had started. Had the project been divided into work packages commonly called Work Breakdown Structure, and responsibilities handed to the right parties the project ...view middle of the document...
This situation requires an effective guiding coalition to introduce change within all ranks of the organisation. These are to be adhered to if organisational benefits are to be realised. The learning and growth perspective to be applied to top leadership and this to be implemented as well across functional lines. The vision and mission of the organisation to be taught to every member of the organisation as this fosters synergy and motivation within the employee ranks.
Reinhart was appointed to be the project manager for the new Trophy project his first project in control. Prior to this ine he had been the assistant project manager on several projects. The inexperience is evident from the onset as the project hits a snag at inception. There is excessive expenditure and the schedules are slipping with each passing day. Efforts to find a lasting solution are met with resistance from the line manager s and the top executive. As the project progresses so does the accumulation of problems. Reinhart is then requested to formulate a recovery plan which he does but because he has to give a report every Monday of the week he has not enough time to implement and manage his recovery plan. Confusion is reigning in the organisation and Reinhart is given an assistant programme manager who adds more confusion to the project by recommending that the project be computerized. This plan does not work well as the programme objectives could not be handled by the computer. Again an extra $15 000 was required for programming and additional storage space. The project was abandoned. Eventually Reinhart was replaced after failing to make any head way on the project. Progress continued to deteriorate and the project was finally completed by a third replacement manager albeit One year behind schedule and at a 40% overrun.
This assignment will:
? Highlight the problems associated with working without a business case
? Highlight the problems associated with organisational stagnation
? Highlight the importance of HR in an Organisation
? Address the Leadership flaws and the need for Organisational focus
? Lastly motivate the recommendations to solve the problems
What are the major problems in the case?
1) Unclear Organisational Culture and Climate
There is a lack of organisational value systems. Leaders who should be playing a pivotal role in inspiring and encouraging those at the lower levels are found wanting. There are no defined rites and rituals as shown by the haphazard way the project is being handled. There is no common ground for the employees and a lack of direction. Because there is no structured organisational culture any variables which should arise from it are not found and therefore there is a high likelihood of negative employee motivation and with this performance falls away.
2) Lack of Strategic Leadership
Strategic leadership has become a must have tool in...