The Accounting Software Installation Project Case Study
1. EXECUTIVE SUMMARY
Accounting Software Installation Project started four months ago and is managed by Karin Chung. Karin thought she had everything planned before the project started. Each company division had trained and informed task force members and six the contractors involved in the project contributed to the work breakdown structure, cost, timeframes and specifications of the project. Karin got all the important role players together at the beginning of the project and conducted a one day partnering workshop where all the major accounting heads of the different divisions, one member of each task group and key persons from each contractor were invited. The main purpose of the workshop was to improve team building amongst the different divisions with its task groups and the contractors.
Two months after the start of the project the first of several problems occurred that should have been a major concern to Karin as the project manager. Karin did not address the problems and because of her actions the project was falling apart after four months.
No integration of project activities took place and that was the main reason why contractors were blaming each other and the project was two months behind schedule.
Although problems have been identified that should have been a major concern to Karin, there was no risk scheduling in place from her side.
Lack of leadership and poor project management by Karin was a big concern. There was no managing of effective control on project performance, no reporting lines were in place and no progress reports have been completed.
Karin, the project manager had bad communication skills, she created confusion, resulting in the breaking down of relationships between the different role players. She did not play a leadership role. All of that resulted in poor team work between the different contractors and the task team members from the different company divisions.
There was no cooperation between the
Accounting Software Installation Project started four months ago and is managed by Karin Chung. Karin thought she had everything planned before the project started. Each company division had trained and informed task force members and six the contractors involved in the project contributed to the work breakdown structure, cost, timeframes and specifications of the project. Karin got all the important role players together at the beginning of the project and conducted a one day partnering workshop where all the major accounting heads of the different divisions, one member of each task group and key persons from each contractor were invited. The main purpose of the workshop was to improve team building amongst the different divisions with its task groups and the contractors.
Two months after the start of the project the first of several problems occurred that should have been a major concern to Karin as the project manager. Karin did not address the problems and because of her actions the project was falling apart after four months.
No integration of project activities took place and that was the main reason why contractors were blaming each other and the project was two months behind schedule.
Although problems have been identified that should have been a major concern to Karin, there was no risk scheduling in place from her side.
Lack of leadership and poor project management by Karin was a big concern. There was no managing of effective control on project performance, no reporting lines were in place and no progress reports have been completed.
Karin, the project manager had bad communication skills, she created confusion, resulting in the breaking down of relationships between the different role players. She did not play a leadership role. All of that resulted in poor team work between the different contractors and the task team members from the different company divisions.
There was no cooperation between the