When Leadbetter was made aware of these issues, he contacted only the subcontractors working on individual aspects of the project, attempting to micromanage without coordinating through the project leaders at the two major companies that had been hired to complete this project (EID and S&P) (Project Management Case Study 2000). All told, the project that had been slated to take a year to complete took over two years, ran into major cost overruns, did not provide the amount of increased production capacity for all areas of Woody's manufacturing operations as had been hoped and promised, and left a bad taste in many individual's mouths both at Woody's and at many of the other companies that had been hired to take part in the project (Project Management Case Study 2000).
Results
The results of this project, as one could imagine, were only slightly short of disastrous. Continued delays in production meant that the company was unable to provide work as it gad previously, and the company even failed to produce certain products that it had already been contracted to provide (Project Management Case Study 2000). This led to the loss of many of Woody's major contractor and wholesaler long-term contracts, which in turn eliminated any need for the increased production that the project provided (Project Management Case Study 2000). Cost overruns went into the millions, and morale at all levels of the company took a significant hit from the failure of the project, as well (Project Management Case Study 2000). An unrelated decrease in construction activity in the region served by Woody's also cut into the company's potential business and potential for profitability quite considerably, amplifying many of the negative effects that were present, and even an outside consultant brought in to make sense of things couldn't really get detailed information on the project and its failures (Project Management...
Woody's Project Management: The Custom Woodworking Company is relatively a medium sized cabinet and furniture making firm whose headquarters are at Industrial Estates, BC. The founder began the company in 1954 following his apprenticeship as a cabinet maker before moving to the current location in 1959 together with his wife. Woody's currently manufactures custom furniture, typical kitchen and bathroom cabinets, and various wholesaler or retailer furniture products. Following its continual growth
Woody 2000 The project proposed herein involves identifying optimal approaches to the expansion of the existing workspace and installation of a production train for The Custom Woodworking Company (hereinafter alternatively "Woody's" or "the company"), a custom furniture and millwork manufacturer headquartered in British Columbia. The company's longstanding reputation for high quality products has created a need for this additional workspace and more efficient manufacturing processes. Overview of Plan and Implementation The overarching objective
Project Management In The Custom Woodworking Company, hereafter known as "Woody's," there were numerous project management problems that appeared from the very beginning, and they only got worse as the product was carried out. The Woody 2000 project was not well conceived, and that was the first problem encountered. When a project is going to begin, it needs to be thoroughly planned out first (Wideman, 2001b). There was little planning that
Even a good plan cannot account for all subcontracting-related delays. Intuitively it might seem that a plan of such magnitude could not be completed on time, at least not with so many subcontractors. When in doubt, common sense should 'win out' when allowing for delays. The only conceivable way for a good baseline plan to have accounted for more contingencies within the project would be to work with all subcontractors
Project Management and the Federal Sustainable Energy Initiative Today's IT Project Management The Project Management Failings of the Obama Administration's Sustainable Energy Initiative Dr. Beverly JN Bowen, PhD As the global economy continues to suffer the devastating consequences of unchecked growth, in the form of a prolonged recession which has decimated the housing market, private enterprises and public policymakers alike have a vested interest achieving a sustainable form of urban development. Seeking a balance
The initial monthly cash flow charts set aside one million for contingencies: one million in each of the first and last months, with an intervening ten months at $1.4 million (Wideman, 1993, Planning). The project should have been carefully guarded against so-called 'scope creep' or an expansion of the project which was not strictly approved of, according to the initially-set limit and budget. If more money or additional expansion
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