Trophy project
CRANEFIELD COLLEGE
OF PROJECT and PROGRAMME MANAGEMENT
MODULE 2
PROJECT MANAGEMENT: PROGRAMME MANAGING, ORGANIZATIONAL
TRANSFORMATION, CHANGE AND PERFOMANCE IMPROVEMENT
GROUP ASSIGNMENT PARTICIPATION SHEET
THE TROPHY PROJECT CASE STUDY
DUE DATE: 17 SEPTEMBER 2014
GROUP: EAST RAND SYNDICATE GROUP
We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. We also declare that all published and unpublished sources have been acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us, this has also been indicated.
NO.
NAME
CONTRIBUTION
1.
MANTSWE SMOUS
100%
2.
JAN MASELA
100%
3.
VUYO NOMADOLO
100%
4.
NELISA LIWANI
100%
5.
STEVEN NDLOVU
100%
6.
LAMULILE MTHIMUNYE
100%
Table of ContentS
1. Executive summary
2. Introduction
3. Problems
4. Problem definition
5. Assumptions
6. Alternative analysis
7. Recommendations
8. Conclusion
9. Bibliography
1. Executive summary
“Living systems have integrity. Their character depends on the whole. The same is true for organisations; to understand the most challenging managerial issues requires seeing the whole system that generates the issues (Senge, 2006:66).
As three blind men encountered an elephant, each exclaimed aloud. It is a large rough thing, wide and broad, like a rug,” said the first one, grasping an ear. The second, holding the trunk, said, I have the real facts. It is a straight and hollow pipe”. And the third, holding the front leg, said, “It is mighty and firm, like a pillar” (Senge, 2006:66).
The introduction takes us through the Trophy project where Reichart is appointed as a project manager and this is his first project in his control. The project encounters a number of problems from the onset resulting in corporate close monitoring and an introduction
OF PROJECT and PROGRAMME MANAGEMENT
MODULE 2
PROJECT MANAGEMENT: PROGRAMME MANAGING, ORGANIZATIONAL
TRANSFORMATION, CHANGE AND PERFOMANCE IMPROVEMENT
GROUP ASSIGNMENT PARTICIPATION SHEET
THE TROPHY PROJECT CASE STUDY
DUE DATE: 17 SEPTEMBER 2014
GROUP: EAST RAND SYNDICATE GROUP
We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. We also declare that all published and unpublished sources have been acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us, this has also been indicated.
NO.
NAME
CONTRIBUTION
1.
MANTSWE SMOUS
100%
2.
JAN MASELA
100%
3.
VUYO NOMADOLO
100%
4.
NELISA LIWANI
100%
5.
STEVEN NDLOVU
100%
6.
LAMULILE MTHIMUNYE
100%
Table of ContentS
1. Executive summary
2. Introduction
3. Problems
4. Problem definition
5. Assumptions
6. Alternative analysis
7. Recommendations
8. Conclusion
9. Bibliography
1. Executive summary
“Living systems have integrity. Their character depends on the whole. The same is true for organisations; to understand the most challenging managerial issues requires seeing the whole system that generates the issues (Senge, 2006:66).
As three blind men encountered an elephant, each exclaimed aloud. It is a large rough thing, wide and broad, like a rug,” said the first one, grasping an ear. The second, holding the trunk, said, I have the real facts. It is a straight and hollow pipe”. And the third, holding the front leg, said, “It is mighty and firm, like a pillar” (Senge, 2006:66).
The introduction takes us through the Trophy project where Reichart is appointed as a project manager and this is his first project in his control. The project encounters a number of problems from the onset resulting in corporate close monitoring and an introduction
Bibliography: 1. Clements, JP. and Gido, J. 2011. Effective Project Management. 5th Edition. 2. Hanges, RJ. 2004. Culture, Leadership and Organization. 3. Kerzner, HR. 1998. Project Management - A systems Approach to Planning, Scheduling, and Controlling. 6th edition. 4. Senge, PM. 2006. The fifth discipline. Random House Australia (PTY) limited, Random house limited books. 5. Steyn, P. & Van Dyk, P. 2014. Module 1 Project Management: Leading, Creating, Implementing and Improving. Cranefield College. 6. Steyn, P. Schmikl, E. & Van Dyk, P. 2014. Module 2 Programme Managing Organizational Performance and Innovative Improvement. Cranefield College. 7. Steyn, P. & Schmikl, E. 2013. Programme Managing Organisational Transformation, Change and Performance Improvement. Cranefield College. 8. http://www.mindtools.com/pages/article/newppm_82.htm