CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT
CASE: The Trophy Project
DATE: 13 March 2013
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 We also declare that all published and unpublished sources have been fully acknowledged and properly referenced.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.
Name | Signature | ID Number |
Dorothy van Heerden | | 7003230015080 |
Delareze Joubert | | 7911030059084 |
George Klopper | | 6510115056089 |
Morne Grobler | | 8006265241082 |
Salome Cilliers | ...view middle of the document...
It’s argued that various strategic dimensions of the organisation are not in place to support a solid foundation for the effective and efficient delivery of successful projects. This is mainly due to the lack of support from top leadership, which appears to have become complacent. Aspects such as neglected authority, responsibility and accountability relationships are discussed and it is shown how it affects not only the people working on the project but also negatively affects the organisational effectiveness and design of the company and the project.
The document is concluded with recommendations that the company needs to focus on its organisational effectiveness and design. It is argued that it should start changing is ways of operating and should start working in a well-planned and organised hierarchy structure. As the situation clearly indicates a company in stagnation, it is recommended that the leadership should change their approach to organisationally grow and align their strategic mission with the ever changing surrounding environment.
Finally it is recommended that the Balanced Scorecard approach is be followed to help set and measure strategic objectives and targets, as it was found that the project and the company lacks proper strategy. This has to be applied to top leadership changing the organisation from a bureaucratic to learning and growth organisation, translating the vision and mission so that members of the company can make it their own.
Without experience one person cannot steer a ship or in this case steer a project ... Or can he? The Authors of this document believe the solution to this question lies in the integrity of the ship. Undoubtedly the answer for the Trophy Project is “no”, due to the fact that the ship is broken!
The authors of this document in an analytical fashion argued mainly that behavioural, structural and organisational problems caused the company many problems when it came to selecting the Trophy Project.
These arguments are supported by many discussions focusing on issues such as behavioural problems and weak leadership and are then supported by making use of expert resources.
The document is then concluded with recommendations that the authors believe are necessary for the company to achieve organisational effectiveness and design.
SWOT Analysis of the Trophy Project
STRENGTHS | WEAKNESSES |
1. Well established company 2. Corporate Functional Structures in place | “Weaknesses” refer to the problems identified, that could lead to the risks mentioned under “Threat”. 1. Problematic matrix structure 2. Lack of proper strategy 3. Lack of leadership skills 4. Lack of communication 5. Lack of monitoring and controlling 6. Triple constraints out of balance 7. Project Management problems 8. Poor Management 9. Lack of proper procedures |
OPPORTUNITIES | THREATS |
“Opportunities” will lead to some of the recommendations that the author might...