The Trofee Project

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GROUP ASSIGNMENT
CASE: TROPHY PROJECT

MODULE M2

PROGRAMME MANAGING
ORGANISATIONAL PERFORMANCE AND
INNOVATIVE IMPROVEMENT

LECTURED BY:
Professor Pieter Steyn and
Professor Erik Schmikl

TABLE OF CONTENTS

|INDEX |Page No | | | | | | | | | | | | | | | | | | | | | | | | |

TROPHY PROJECT

CASE STUDY

MODULE M2

1. Group Declaration:

We, the undersigned members of this study group declare that all signatories to this document have, willingly and ably contributed to the compilation thereof.

Group Members:

|Name |ID Number |Signature | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

2. EXECUTIVE SUMMARY ON THE TROPHY PROJECT

(I) Background

The Trophy project was in trouble right from the start. Reichart, the Project Manager, identified some of these problems.

Reichart was an assistant Project Manager at the conceptualisation phase of the project, however Reichart assumed the role of project manager upon acceptance of the project.

The organisation has a Project Office from where the Trophy Project was managed. This was the case in the beginning though later the Trophy Project was moved to a functional unit and the project manager, Reichart at the time, had to report to a functional unit manager and not the project office.

The Trophy project had experienced a number of problems namely, that the program schedules started to slip from day one, and expenditures were excessive. The project was forecasted to be complete in one year however it fell behind schedule. The estimated cost at completion at that interval showed a cost overrun of at least 20 %. Everything seemed to be problematic with this project.

Reichart, the project manager was experiencing countless problems in as far as managing the project was concerned, mostly...
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