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...
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