TheWoody 2000 case
TheWoody 2000 case
Woody2000 project was a failure because of the manner in which thestakeholders irregularly executed its activities. The project failedto deliver the milestones due to poor planning and inadequacy inmanagement of the project. It is important to start at the onset witha plan then a design will follow. Equally important is having theright team to carry out project activities. This study examines someof the activities carried out by Woody 2000 to highlight the mistakeand give some remedy.
TheWoody 2000 project plan should have consisted of the followingBaselines which act as performance measures for the projects at hand(Lock, 2014).The baselines are the desired outcomes which are measured against theactual performance. They are set at the planning level and includescope, timelines and costs. These further show whether the project ison the right track at the execution stage. The plan also has thebaselines management plan that documents how the differences in thebaselines are handled, eliminated or explained. Those baselines willregularly be reviewed and would lead to further planning and thus thebaselines could also be changed. In addition, the plan should includeprojected sales and contracts to support the process of productionduring construction and to meet the demands of the customers. Theplan sales and marketing plans with corresponding contingency plansshould be included in the event the market fails to pick up.
Inacquisition of contractors, the phases involved were short and thehelpful bureaucracy was not put to consideration (Lock, 2014).The plan should have included actual ascertainment to the capacity ofhandling the project, then prequalifying the contractor. Thecontractor would then go to the ground and do the design and come upwith the costs of the project, after which the contract isnegotiated. In the process of sending the contractor for design,Woody 2000 would then be conducting due diligence on the project.This would change the schedule fully as the process of design and duediligence is thorough.
Theplan omitted the most important area of provision for reviews anddelays that are experienced during the execution of the project.Those provisions are important part of the plan as they reduce thehigh expectations to have the project complete within a particulartime. Further, the provision gives room for re-thinking on controlsand reviews on the quality being delivered to the client.
Themost crucial bit of a project is quality which is means that theproject meets the required standards as planned (Lock, 2014).Adherence to the process quality will ensure sustained success. Toachieve this, customer satisfaction ratings will help to determinequality. In the project, the Customs Wood Work board of management isthe customer who will determine the quality of the product andprocess. Quality should be approached through follow up and engagingquality assurance auditors who give a clear picture of what isexpected of the project (Haughey,2009).Further, the owners’ representative should be encompassed so as togive their views on progress and what they feel about the incompleteand ultimately complete project.
Leadbetterwas more concerned with software programs and lacked a regularprocess for admission and approval of submittals. What followed waschange in train specifications to increase the capacity. Due to lackof processes in place, they experienced design failures which led tore-designing of the train thus more costs. The importance of qualityin such projects is to ensure the safety of the users of the train inthe future. Due to the nature of the work, quality will ensure thatthe project does not become a hazard to the peoples involved.
Themilestones include site mobilization plan with a complete analysis ofeffects in construction. This will include submittal and shop drawingpurposes for coordination and compliance to contract documents. Theoverall project schedule from start to finish will includesubcontractor and vendor selection process as well as communicationplan. Risk management plan for absorption of risks, monitoring andevaluation, quality assurance plan, and human resources safety planare also part of the milestones. Finally, financial plan andaccountability guidelines are also part of the planned schedule whichgives the guidelines on how to report financial spending on theproject.
Pouring equipment and walls
Constructing Hall plumbing
Installation of devices and electricity
Painting and mounting walls
Agood baseline would help in knowing that the project would not havebeen executed within the period desired as it should have providedfor delays, audit and financial constrain delays. Bureaucracy wouldalso have helped in the same.
Floatingon the critical path
Thefloat on the critical path should be managed by monitoring thecritical path drag or the total time added to the duration. Someactivities can be scheduled to run concurrently and consecutively tosave on time.
Developa high-level estimate by "guesstimation".
Thebid for this project can be estimated at $ 25 million to run for 20months. This amount will be slightly higher than the projected $17million within 18 months. This is because most contractors andsub-contractors are more likely to quote a higher figure. This willalso cover costs relating to the hitches that propped up includingunanticipated changes in production schedule that led to theadditional five feet height of the building, delays in receipt ofcatalogue descriptions and the failure to get the building occupationcertificate. The money would have appeared under contingency of theconstruction schedule.
Therole of life-cycle costing on this project
Sincea few irregular decisions were made, life-cycle costing is a veryvital factor for this project. Project owners and managers were toassess future resources requirements, carry out investment appraisaland assess the level of renewal of assets when at the end of economiclife(Haughey, 2009).The cost control component was definitely weak and allowed Mr.Cashman to keep his cash flow chart a secret. I would have engagedexperts in cost control elements such as cost forecasting, budgetingand estimation to constitute the steering committee mandated toreview formal weekly reports from Mr. Cashman.
ExpertIndustrial Developers (EID) was contracted by Woody for the project.Other alternatives included Beam Construction Ltd., steel fabricatorsand installers, Classic Cladding Co., C Rain Lts., and Zapp ElecticCo.. In my opinion, Classic Cladding Co., would have been the mostappropriate because they specialize in wood. The tendering processshould have started with a meeting of stakeholders to carry out aneeds assessment analysis and budget estimates. After this, biddersare invited to apply for tenders for a period of not less than twentyone working days. Closing and opening of tenders will then beconducted in full view of the bidders. This competitive process willhave had the lowest bidder delivering the project to meet theestimated costs.
Becauseof the irregularities in the Woody’s tendering process, theiroriginal project requirements were not met. It turned out to be morecostly and took longer duration than it was anticipated. The softwarewas to be rewritten due to changes in production capacity there wasan additional five feet to the height of the building and delays inreviewing the catalogues were unavoidable
Lock, D.(2014). TheEssentials of Project Management.Gower.
Wideman,M. (2015b). Project management case study: The Custom WoodworkingCompany – Woody 2000 project. Retrieved on 27 Oct 2016from http://www.maxwideman.com/papers/woody2000/intro.htmHaughey,Duncan. (2009). Project Planning A Step by Step Guide. Retrieved Oct.27 2016 from http://www.projectsmart.co.uk/pdf/project-planning-step-by-step.pdf