Trophy Project
Problems Identified and Underlying Causes
There are three major problems identified in the Trophy Project case study:
i) Organisational problems ii) Management and Leadership problems iii) Project Management problems
i) Organisational Problems
Although there are signs that the company has a matrix structure in place, they do not follow a programme management approach and numerous failures within the structure exist. Their approach to management is still that of a traditional organisational approach, which tends management to lack both strategic purpose and customer focus.
The effectiveness of this structure is negated by poor implementation and lack of support for project managers by the project office and line managers. The organisational structure is not well applied and does not support projects.
There is mention made of a program office, but no programme manager. The program office was not involved from the start, and was also the reason for the project being in trouble right from the start.
The company is that of a bureaucratic organisation and not a learning organisation. There is no skills development, increased learning and knowledge transfer, learning from past mistakes and continuous improvement.
The company allows complacency where no one takes responsibility. Top management did not take any responsibility for the failure of the project, and line managers did not take responsibility for the resources given to the project. Even after the client requested that the division general manager and his staff visit the customer’s plant to provide progress, the division general manager was not willing to be held responsible and accountable, and thus sent the project manager alone with his delegations (functional managers) to the client.
There is no efficient utilization of resources, as line managers have the resources working for them on their own pet projects. There were not adequate resources and staff assigned to run the
There are three major problems identified in the Trophy Project case study:
i) Organisational problems ii) Management and Leadership problems iii) Project Management problems
i) Organisational Problems
Although there are signs that the company has a matrix structure in place, they do not follow a programme management approach and numerous failures within the structure exist. Their approach to management is still that of a traditional organisational approach, which tends management to lack both strategic purpose and customer focus.
The effectiveness of this structure is negated by poor implementation and lack of support for project managers by the project office and line managers. The organisational structure is not well applied and does not support projects.
There is mention made of a program office, but no programme manager. The program office was not involved from the start, and was also the reason for the project being in trouble right from the start.
The company is that of a bureaucratic organisation and not a learning organisation. There is no skills development, increased learning and knowledge transfer, learning from past mistakes and continuous improvement.
The company allows complacency where no one takes responsibility. Top management did not take any responsibility for the failure of the project, and line managers did not take responsibility for the resources given to the project. Even after the client requested that the division general manager and his staff visit the customer’s plant to provide progress, the division general manager was not willing to be held responsible and accountable, and thus sent the project manager alone with his delegations (functional managers) to the client.
There is no efficient utilization of resources, as line managers have the resources working for them on their own pet projects. There were not adequate resources and staff assigned to run the
Bibliography: 1. Project Management – A systems approach to planning scheduling and controlling, 7th Edition, Harold Kerzner, PhD 2. Effective Project Management, International Student Edition, Cements / Gido 3. Module 2, Programme Managing Organisational Performance and Innovative Improvement, Prof P Steyn and Prof E Schmikl 4. Project Communications Management, 1996 Project Management Institute, USA