PROJ6003 Project Execution And Control Laureate International Universities USA
The Lyle Construction Project
At 6:00 P.M. on Thursday in late October 1998, Don Jung, an Atlay Company project manager (assigned to the Lyle contract) sat in his office thinking about the comments brought up during a meeting with his immediate superior earlier that afternoon. During that meeting Fred Franks, the supervisor of project managers, criticized Don for not promoting a cooperative attitude between him and the func- tional managers. Fred Franks had a high-level meeting with the vice presidents in charge of the various functional departments (i.e., engineering, construction, cost control, scheduling, and purchasing) earlier that day. One of these vice presidents, John Mabby (head of the purchasing department) had indicated that his depart- ment, according to his latest projections, would overrun their man-hour allocation by 6,000 hours. This fact had been relayed to Don by Bob Stewart (the project purchasing agent assigned to the Lyle Project) twice in the past, but Don had not seriously considered the request because some of the purchasing was now going to be done by the subcontractor at the job site (who had enough man-hours to cover this additional work). John Mabby complained that, even though the sub- contractor was doing some of the purchasing in the field, his department still would overrun its man-hour allocation. He also indicated to Fred Franks that Don Jung had better do something about this man-hour problem now.
At this point in the meeting, the vice president of engineering, Harold Mont, stated that he had experienced the same problem in that Don Jung seemed to ignore their requests for additional man-hours. Also at this meeting the various vice presidents indicated that Don Jung had not been operating within the established standard company procedures. In an effort to make up for time lost due to initial delays that occurred in the process development stage of this project, Don and his project team had been getting the various functional people working on the contract to "cut cor- ners" and in many cases to buck the standard operating procedures of their respective functional departments in an effort to save time. His actions and the actions of his project team were alienating the vice presidents in charge of the functional departments. During this meeting, Fred Franks received a good deal of criticism due to this fact. He was also told that Don Jung had better shape up, because it was the consensus opinion of these vice presidents that his method of operating might seriously hamper the project's ability to finish on time and within budget. It was very important that this job be completed in accordance with the Lyle requirements since they would be building two more similar plants within the next ten years. A good effort on this job could further enhance Atlay's chances for being awarded the next two jobs.
Fred Franks related these comments and a few of his own to Don Jung. Fred seriously questioned Don's ability to manage the project effectively and told him so. However, Fred was willing to allow Don to remain on the job if he would begin to operate in accordance with the various functional departments' standard operating procedures and if he would listen and be more attentive to the com- meets from the various functional departments and do his best to cooperate with them in the best interests of the company and the project itself.
Managing Project Changes: Why is change management a necessary component of project management?
Consider the given case study, critically analyse and identify key issues that could lead to any necessary changes in the project.
What processes or strategies do you think would work best to perform the identified change requests from the case study?
1. Why Is change management a necessary component
The concept of change management is depicted to be a significant aspect in respect to the management of a potential project associated with specified organization. The change management helps the organization to deal systematically with the transitions as well as the transformation that tends to amplify the business in respect to the organization's business. The main purpose that is identified in respect to the processes of change management is identified to be the fact that the management of the organization tends to implement strategies for the implication of the effective strategies, the controlling changes thus adhering the fact that the people of the organization will be adapting the changes. The strategy of the change management effectively tends to enhance the specific ways of executing business that are likely to be Supply chain scheduling of the project, scope of the project as well as satisfying with the requirement of the overall project. The significant benefits that will be adhered by the organization in respect to the implication of the change management are depicted as follows:
2. Consider the given case study, critically analyse and identify key issues that could lead to any necessary changes in the project.
The significant issues that are highlighted in respect to the case study are discussed in this section. The relevant changes that are necessary for the provided project is analysed as follows:
The project manager did not had a positive attitude. He potentially ignored the idea in respect to the package of the project (Hayes, 2018). The employees associated with the project must be provided with the change of the attitude of the project manager. This will enhance the overall management of the project in an effective manner.
Timely completion of the project: As the competitor of the organization is duly associated with the project, it is analysed that the project cannot be completed on time. The manager could not realize the potential package in respect to the project thus not adhering the overall project completion time. Thus, the delay in the delivery of the project will significantly degrade the achievement of the project.
Allocation of Man vs. Hour: The requirements in respect to the allocation of the man and hour to perform the work is analysed to be a significant issue with respect to the case study. The overall aspect of the project manager in respect to this project will significantly tend to degrade the reputation of the company. The completion time of the project will tend to amplify the overall resources of the company in respect to the project associated in the case study.
Thus, it can be significantly identified that the issue faced by the overall project depicts the primary issue as the attitude of the project manager.
3. What processes or strategies do you think would work best to perform the identified change requests from the case study?
The significant strategies that are potentially highlighted in respect to the identified requests of changes are depicted as follows:
Distributed vision: The organization must adhere the significant concept of distributed vision within the overall environment of the company. The lack of the potential skills identified in the project manager is associated with the possible degradation of the business functionalities. The significant skills are potentially assessed in respect to the success of the project (Cook 2015). The concept of distributed vision will help in the decision-making capabilities of the organization thus enhancing the overall business within the organization. This will intend to amplify the facilities that are necessary to cope with the organizational goals.
Exercising the authority: The implementation of the authority within the overall procedures that tends to ensure the leadership strategies. This will provide a significant trend to manage the employees as well as intend the employees to cope with the potential policies and scope of the organization (Lewis, Cantore & Passmore, 2016). This will also help the organization to maximize their business approaches thus adhering the concept of the overall management of the system.
Selection of project manager: The potential selection of the project manager is a key strategy that will lead the project to be successful. The skills of the project manager will tend to increase the overall functionality of the business thus adhering the success of the project.