Solution
Table of Contents
1.3 Sources of Projects and How They Should Be Evaluated. 4
1.3.1 Evaluation of a Project Idea. 4
2.0 Approaching the Original Business Case and Elements to Include. 5
3.0 Determining the Root Cause of the Problem.. 6
4.0 Scoping the Project after Acceptance for Detailed Planning. 6
5.0 Recommendations for Implementing the Project 7
6.0 Measuring the Project Success. 9
1.0 Introduction
Successful complex projects are influenced by several factors, including the right life-cycle, setting realistic and achievable objectives, and ensuring collaboration between the project management and the other stakeholders. According to Basten and Pankratz (2015), projects that meet the customer’s satisfaction are informed by vast research to ensure that they are aligned with the current and future trends. As described by Conforto et al. (2016), successful projects are also described by agility, which involves changing strategies to align with the current and future goals. For instance, the project managers should explore the impacts of issues, such as information and communication technology (ICT) and their likelihood to affect the future. Throughout the project’s life-cycle, including the initiation, planning, executing, monitoring and evaluation, and closure, the project manager should demonstrate competence in various skills and competencies, including teamwork, collaboration, resources management, critical thinking, and informed decision-making. The managers should also apply various tools and methods to enhance the project management process. These include the Gantt chart and the critical path method (CPN) method. These tools, including the project management software, foster the project’s objectives.
1.1 Purpose of the Report
This report is centred on the Woody 2000 case study. Key areas of the report include the origin of projects, how the idea should be assessed, how the original business case should have been approached, the importance of root cause and alternative solutions, scoping the project, and recommendations for implementation.
1.2 Background of the Case
The Custom Woodworking Company is a small, family-led company focusing on the cabinet and furniture making. The case study focuses on the opportunity to expand the manufacturing, where the company resolved to remain in the same location but make improvements. The foundation of the case entails how the improvement project was achieved, including the planning and implementation. Also, issues concerning the project team, timely achievement of the objectives, resources management, and quality are evaluated. From the project concept, planning, design, and construction stages, Woody’s failure can be attributed to several issues, including lack of cooperation and the failure to follow the required strategy and process. This case study evaluates these issues and develops recommendations for improvement.
1.3 Sources of Projects and How They Should Be Evaluated
Projects originate from the internal and external of the company. Internally, the projects can emanate from the employees’ innovativeness, research and development team, leadership, and organisational structure and culture (Zulch, 2014). The innovative culture is essential in identifying areas of improvement at the company. An example is a company that aims to diversify its products and services and requires a new system to implement such changes. Also, the research and development team at the company can recommend the areas of further development and investment. An example is the R&D team recommending the introduction of a new production line that is efficient and minimises losses. At Woody’s, the internal source of the project is reflected in the Cashman and Moneysworth belief that the company should remain in the same location. The two are part of the leadership and management teams.
The external source of projects includes a comprehensive evaluation of the macro-environmental factors affecting a company. Several tools can be applied in this regard, including SWOT, PESTEL, and Porter’s five forces. Drawing from the PESTEL analysis, projects can originate from the social and technological analysis, providing information on the investment areas (Lamas Leite et al., 2017). Social-cultural factors that can influence the project include the dynamics in the customers’ preferences, whereas the technological factors comprise the growing trend in ICT. At Woody’s, the primary source of the growth opportunity is the mini-boom in the commercial construction. The proposals were also anchored on the company’s internal issues, including the limited space for expansion in the manufacturing activities. A suitable project idea is identified by evaluating the internal and external factors to ensure an idea is aligned with the diverse organisational needs.
1.3.1 Evaluation of a Project Idea
The evaluation of a project idea is a stepwise approach. The idea should be aligned with the company’s growth and development objectives. The primary approach during the evaluation process is to develop a criteria matrix (McBride et al., 2017). Notably, the organisation may have several ideas. For instance, Woody’s has to select between relocating the manufacturing plant and improving the existing one. The evaluation matrix examines the two ideas based on the advantages, challenges, required resources, and implementation. Time issues are also considered, including the time required to plan and implement the idea. The impacts are also used to evaluate the project and its suitability. During the debate, to determine the effectiveness of a project, it is essential to include various stakeholders, including employees and the management. Critical thinking skills are essential to determine the effectiveness of the idea. Sufficient evidence is required to evaluate the ideas and determine their suitability. In Woody’s context, critical thinking and adequate evidence are required to determine the most effective idea between renovating and relocating the manufacturing unit.
2.0 Approaching the Original Business Case and Elements to Include
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