George George Pondered Over It Was Time To Replace The CCTV, Over Coffee With His CEO?

1. George pondered over it was time to replace the CCTV, over coffee with his CEO. George should have done an extensive analysis over the pros and cons of replacing his CCTV system, rather than a knee-jerk reaction over a conversation. He could have obtained advice from other relevant stakeholders (Unit 4, background note 4.4, p2) such as the Head of IT or the Financial department. George did not show the desirable skill of logical though process (U4, p19) in this case. His CEO alone is likely to don’t have the technical involvement in the normal daily business operation, in order to provide valuable feedback on his own.
2. George did not have a full understanding of the CCTV he wanted to procure, therefore referring to it as “some of those
George emails Franck an approval to proceed. George should have consulted his CEO and other potential members of the project team first. He also should have made the project official with the correct signing and distribution of all relevant project and contractual paperwork. He did not put project goals and expectations on paper (Unit 4, background note 4.4, p2).
11. George accepts that Franck does not make a detailed visit to the site. George should have insisted that Franck or a qualified knowledgeable representative visited the site. This is to ensure that the work will be carried out to specifications and there are no budget considerations that were not estimated initially. This visit would also have given an opportunity for the contractor to communicate with other members of the project team, and discuss the project scope (Unit 4, background note 4.4, p3).
12. George uses his full authorised spending limit to send Franck an $8000 advanced payment. George failed to have good self-discipline and budget management skills (U4, p20). He should have discussed this with senior management and not before a detailed cost breakdown from Franck (Unit 4, background note 4.4,
The previous CCTV system was functioning well as per the carefully specified original design criteria. George did not prepare a suitable business case to assess the cost versus benefit of upgrading a perfectly suitable CCTV system.
14. George decides to take his annual holiday, leaving the work solely under Franck’s responsibility. George did not delegate the project tasks to anyone during his absence. He also did not create a contingency plan (U4, p21) that could address issues related with his long absence during the CCTV installation. George chose an undesirable time to go on holiday, as he lost his project control. The project manager must spend a significant amount of time regularly gathering information on what work has or has not been completed (Unit 4, background note 4.4, p8).
15. No one in George’s department was aware of any plans to change the CCTV system. George did not show any communication skills (Unit 4, background note 4.4, p2) by explaining his vision of changing the CCTV system and gaining acceptance and buy-in by the consistent involvement of end