Project Plan for Whitebread World Sailboat Race
Project Plan for Whitbread World Sailboat Race
Commitment to a success is very important to an organization or team. The project leaders need to work closely with each other and team members. Leaders need to offer the best cooperation to the project courses and to be very flexible to adapt the changes in order to succeed. Many factors contribute to the ultimate success. However, the most important thing is the establishment of the project plan, which should be well analyzed, developed, and implemented. This paper introduces a plan that brings a success to Bjorn Ericksen’s sailboat race team. With a to a 45-week schedule, Bjorn Ericksen and his two core staffs would be able to build a high-tech boat and train the crew efficiently for the nine-month Round the World
Whitbread Sailboat Race.
Bjorn Ericksen Project Strategy Analysis
My company, Atlantic Adventure Corporation, has been in the sailboat industry for 15 years. We have experience not only in building light- or heavy-weight sailing boats, but also in being consultants to many professional teams for their own design efforts. We utilize the latest technology and high-tech material to perform our manufacturing builds and consult our customers. Our employees are very skillful and always reach out to update their knowledge in boatbuilding. We were invited to advice Ericksen’s team to revise their plan that allows them to participate in the coming World Race on time and within the reasonable budget. The next paragraphs discuss the analysis of his team’s original plan and point out the improvement to make the team’s sailing dream come true.
Bjorn Ericksen is very confident when selecting Karin Knutsen as the chief design engineer and Trygve Vallvik as the master helmsman. Erick, himself, had experience as a master helmsman in the past and a reputation of a racing sailboat designer. Karin and Trygve worked on the schedule and estimated the cost based on what they knew in the past. We look at
Commitment to a success is very important to an organization or team. The project leaders need to work closely with each other and team members. Leaders need to offer the best cooperation to the project courses and to be very flexible to adapt the changes in order to succeed. Many factors contribute to the ultimate success. However, the most important thing is the establishment of the project plan, which should be well analyzed, developed, and implemented. This paper introduces a plan that brings a success to Bjorn Ericksen’s sailboat race team. With a to a 45-week schedule, Bjorn Ericksen and his two core staffs would be able to build a high-tech boat and train the crew efficiently for the nine-month Round the World
Whitbread Sailboat Race.
Bjorn Ericksen Project Strategy Analysis
My company, Atlantic Adventure Corporation, has been in the sailboat industry for 15 years. We have experience not only in building light- or heavy-weight sailing boats, but also in being consultants to many professional teams for their own design efforts. We utilize the latest technology and high-tech material to perform our manufacturing builds and consult our customers. Our employees are very skillful and always reach out to update their knowledge in boatbuilding. We were invited to advice Ericksen’s team to revise their plan that allows them to participate in the coming World Race on time and within the reasonable budget. The next paragraphs discuss the analysis of his team’s original plan and point out the improvement to make the team’s sailing dream come true.
Bjorn Ericksen is very confident when selecting Karin Knutsen as the chief design engineer and Trygve Vallvik as the master helmsman. Erick, himself, had experience as a master helmsman in the past and a reputation of a racing sailboat designer. Karin and Trygve worked on the schedule and estimated the cost based on what they knew in the past. We look at
References: Gray & Larson. (2006). Project management: The managerial process – Chapter 9: Withbread World Sailboat Race case. New York: McGraw-Hill. Gray & Larson. (2006). Project management: The managerial process – Chapter 10. New York: McGraw-Hill.