Project Management Essay

3475 words - 14 pages


Project Management Case Study
The Custom Woodworking Company — Woody 2000 Project
R. Max Wideman
AEW Services, Vancouver, BC, Canada, 2002

I first developed this case study in 1993 for a local construction project management course. The
incidents described are typical of the types of things that happen in real-life projects and I have seen
most of them. Hopefully, they do not all happen on the same project, but the reality is that if project
sponsors do not start out with an understanding of project management and its processes, the probability
of such things happening are surprisingly high.
I have set out the story of the project according to its natural ...view middle of the document...

Woody's now produces custom furniture to order,
several lines of furniture for wholesaler/retailers, and a number of variations of standard kitchen and
bathroom cabinets, including units made to order.
Over the years the Carpenters continued to prosper and built up a loyal staff and work force. More
recently their son, John Carpenter, has joined the company's management after having obtained a
commerce degree at the local university. At John Carpenter's insistence, lured by longer production runs
and higher and more consistent mark-ups, the company has moved into subcontract work supplying and
installing counter-tops, cabinets and similar fixtures for new commercial construction. To date, Woody's
has established a well-founded reputation for supplying millwork to the construction industry.

AEW Services, Vancouver, BC ©2002


Woody 2000 Project Page 2 of 10

Woody's Corporate Profile
Head Office: Someplace, BC
Furniture manufacturing, custom millwork, and hardwood importer; federal charter 1960;
privately held; number of employees approx. 850. Major Shareholder: Emelia Holdings
Ltd. At December 31, 199X, total assets were $181,000,000. In fiscal 199X, sales were
$93,250,000 with net earnings of $6,540,000.
Chairman & CEO
Ron Carpenter
Mrs. Emelia Carpenter
Executive Vice President
Kim Qualey
John Carpenter
Key Personnel:
VP Production
Miles Faster
VP Finance and Administration
Spencer Moneysworth
VP Personnel
Molly Bussell
VP Sales and Estimating
Bruce Sharpe
Kim Cashman
Other Key Players in this Case Study:
I. Leadbetter (Ian):
R. Schemers (Randy):
A. Fowler (Alfred):
I. Kontrak (Ivar):
D. Rivett (Dave):
B. Leakey (Bert):
C. Droppe (Charlie):
A. Dent (Amos):
O. Volta (Olaf):
E. Forgot (Eddie):
W. Easley (Win):

Woody's Project Manager.
Principal, Schemers and Plotters (S&P), industrial design consultants
Director, Expert Industrial Developers (EID), industrial property
developers and contractors
EID's Project Manager
I. Beam Construction Ltd., steel fabricators and installers
Classic Cladding Co., cladding and roofing contractors
I. C. Rain Ltd., water-proofing contractors
Tinknockers Associates, mechanical contractors
Zapp Electric Co., electrical contractors
Piecemeal Corporation, equipment suppliers
Project management consultants

The Opportunity
In 1989 there was a mini-boom in commercial construction in south-western BC. With the possibility of
a major airport expansion, and free-trade opportunities south of the border, Bruce Sharpe persuaded
Woody's directors that they were well placed to expand their manufacturing business. Miles Faster,
regularly complaining that the company's production efficiency was being thwarted by lack of
manufacturing space, made a pitch to John Carpenter for moving to completely new and more modern
facilities. John Carpenter, with a vision of growth based on...

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