The Trophy Project
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The Trophy Project
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TABLE OF CONTENTS
1. EXECUTIVE SUMMARY
2. INTRODUCTION
3. QUESTION 1
4. QUESTION 2
5. QUESTION 3
6. QUESTION 4
7. CONCLUSION
8. BIBLIOGRAPHY
1. EXECUTIVE SUMMARY
The lack of support from top leadership on The Trophy project compounded Reinhart’s problems and made managing the project a complete nightmare. This was also mainly due to the fact that there was no business case formulated for this project. The baseline plan might have been formulated but it did not cover all aspects of the project plan. For instance there was no clear project objective outlined so the team members only realised that they had a role to play months after the project had started. Had the project been divided into work packages commonly called Work Breakdown Structure, and responsibilities handed to the right parties the project would have kicked of on a positive note. By creating a network diagram which shows what goes where and the interdependencies of activities it would have made it easier for everyone to see the objective of the project. There was a need to review the project immediately after it was realise it was falling behind and measures put in place to remedy this. Reinhart conducted his own investigation and realised that the line managers where charging him direct labour time which proved to be expensive, this item could have been noted before commencement of the project had all players been consulted before hand. The line managers had no idea what they had to do on the project but where just given tasks to perform without knowing the strategic vision of the organisation as regards the project. There was a need to do a risk analysis on the project as this would prepare Reinhart for any negative eventualities. With time the pressure on him increased and the project began to suffer. This is because top management did not realise that by bogging him down in meetings and paperwork they were not giving him ample time...
