Blue Spider Project

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INDEX

1. EXECUTIVE SUMMARY ……………………………....……………2

2. SITUATION ANALYSIS ..........................................................…...3

3. PROBLEM ASSESSMENT & RECOMMENDATIONS …...….6-21

I. The Roll of the Project Office

II. Project Manager Skills

III. Team Selection Process

IV. Communication Break Down

V. Budget Control

VI. Risk Management

VII. Measurement

4. CONCLUSION ……………………………………….................20

5. BIBLIOGRAPHY …………………………………….............….21

1. EXECUTIVE SUMMARY

The Blue Spider Project is an example of how a project manager incorrectly balanced the staff and work, resulting in a poor performance from a project. We see that Parks Corporation bidding to be part of a government contract and it shows problems with communication from the start.

Projects can fail for a number of reasons, including poor evaluation of cost and deadlines, inadequate organisation of resources – this is made worse when task assessment is incomplete before the project starts and lack of communication between departments once a project has begun. Human resource management can also cause major problems in the event of industrial action or inability to recruit suitable staff.

It is important to note the lack of communication with the project manager and research staff that developed a new material without the consent or knowledge of the project manager in order to stop the customer from discovering the use of their funding. When the customer was made aware of the new material it then felt the situation had not been properly reported and the customer began to demand more information from the developer. Early problems led to rescheduling being required, however the project manager did not communicate this to the manufacturing department until later as he had been highly involved in the work. Delays and lack of reporting from the project manager led to the demanding additional meeting and documentation. The project manager felt responsible for development work and did not want to give his staff additional administration work so tried to do both himself. Eventually this led to that all request to other departments having to be send through departmental heads. As the project’s change of failure increased, no one wanted to be associated with the project and key staff was lost to other projects. The end result saw the company getting the contract however the project manager received no thanks due to management remembering the problems incurred earlier in the project. Success can only be achieved through a good balance and relationship between staff – communication between departments and customers is vital for projects as planned.

Problems that can be identified in the Blue Spider Project are as follows: • The roll of the Project Office
• Project Management Skills
• Team selection process
• Communication break down
• Budget control
• Risk Management
• Measurement

There was also a lack of support from top management. If we look at the problems which were identified and prevent the same mistakes in future, we can prevent that future projects fail.

2. SITUATION ANALYSIS

PARKS CORPORATION (ORGANISATIONAL BACKGROUND)

1. The Parks Corporation grew in major electronics and Design Corporation during boom of late 1950s and early 1960s due to generous DOD (Department of Defence) contracts. It grew small engineering concern to major DOD sub-contractor with ±6500 employees.

2. Due to recession in late 1960s contracts got fewer and major lay-offs resulted in cutback to ±2200 employees. Parks Corporation decided to leave R & D business and to compete as a low-cost production facility, maintaining an engineering organization solely to support production.

3. Along with this change in corporate strategy, it was decided to adopt a matrix-type organisation. This could be depicted as...
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