The project that I chose to focus on involves the design and implementation of a production machine in an automotive plant that produced wheel covers. To briefly explain, the goal of this project was to increase production rates and cut down on costs. Unfortunately, this was also a time when automotive production was economically struggling and finding consistency in regards to employees and organizational structure was difficult. This was not an ideal environment to begin a project, individuals were assigned additional responsibilities when a team member left or there was a change in management. I was also basically thrown into the project with little background information. Last I heard the machine was still in shrink wrap tucked away in a corner of the factory.
The major contributor to the failure of this project was the lack of organization and planning. At no point in time were responsibilities defined and there was never one individual who was identified as the project manager, a high employee turnover rate added to this. Because of these factors the concrete needs that the installation of this machine was intended to fill were being lost and the scope was completely unclear to project participants. “Understanding the situation and thought processes that led to a project helps ensure that the project addresses the true needs for which the project is intended.” (Portny, Mantel, Meredith, Shaffer, & Sutton, 2008, p. 30) Another contributor was the client. The automotive world is famous for demanding a great deal of results based on strict guidelines and high expectations. As the project progressed the realization was made that it is going to cost more than expected and schedules were not being met. There was definitely not an involved enough needs and resource analysis done.
Reflecting back there were processes involved in project management that were overlooked throughout this particular project. There seemed to be shortcomings in organization, leadership, and communication. Conveying background, scope, and responsibilities is important in any project. Utilizing a system to monitor performance should have been used to verify that the right work is being done on time. This can also help to minimize on duplicated work. Instituting regular performance meetings with project stakeholders and participants aids in keeping within the scope of the project and that the results being produced are what is expected by clients and major contributors to any project.
References
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
Wow, it is so frustrating when assigned to a project and not being able to see the end results (or at least a successful one). As noted by Allen & Hardin (2008) "designing a successful project includes proper planning, direction, and execution" (p72), which seems to have been lacking in this project.
ReplyDeleteWere you frustrated that the project was not completed or just relieved to not be a part of it?
Thanks
Andrea
Reference
Allen, S., & Hardin, P. C. (2008).Developing instructional technology products using effective project management practices.Journal of Computing in Higher Education, 19(2), 72–97.
Copyright by Springer-Verlag, New York. Used by permission via the Copyright Clearance Center.
Dedden, I could see another problem causing the failure of the project. "The automotive world is famous for demanding a great deal of results based on strict guidelines and high expectations". Could it be that there were some misunderstanding between the client and the personnel interpreting those guidelines. Project management is a complex process targeting multiple outcomes and it requires, for competency, the acquisition of a variety of knowledge and skill sets across areas of expertise (Brill, Bishop, and Walker, 2006). It seems none could fit in the description of Brill et al.
ReplyDeleteReference
Brill, J.M., Bishop, M.J., & Walker, A.E. (2006). The competencies and characteristics required of an effective Project Manager: A web-based Delphi Study. Educational Technology Research and Development, (54)2, 115-140.
Hi Justin,
ReplyDeleteOne major issue with project management is that project managers have to address not only the project, but also any particular shortcomings in the organization itself.
Portny et al (2008) describe that when projects are on short time schedules, some project managers think that jumping in and starting the work will save time. More so in your case with the automotive industry as they often have high standards and strict guidelines. Given the difficulties you described, I sure hope that the stake-holders in the organization will definitely factor in such elements the next time they want to create another project!
-Nick
References
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
Hey Justin,
ReplyDeleteIt sound to me like the project did not have an enough priority to see to it that it was completed successfully. I was also reminded of the fact that all too often, there may be a tendency to place secondary job assignments, such as project work on the back burner, and they are not completed as scheduled (Murphy, 1994).
Reference:
Murphy, C. (1994). Utilizing Project Management Techniques in the Design of Instructional Materials. Performance & Instruction, 33(3), 9-11.
Justin:
ReplyDeleteBased on the outcome of your project I guess now will be a good time to create your “Lessons Learned” checklist as suggested by Greer (2010).
It is good that you have realized the reasons for the failure of the project (“There seemed to be shortcomings in organization, leadership, and communication”) and was also able to identify the main element that was lacking in the project (“Conveying background, scope, and responsibilities is important in any project”). I noticed that you also offered possible solutions and/or remedies that would have contributed to the success of the project as well, (“Utilizing a system to monitor performance should have been used to verify that the right work is being done on time”). As Portny et al noted, you were able to identify the “magnitude of the consequences” that attributed to the project outcomes.
Greer (2010) has provided us with a number of worksheets that we can use with the solutions you offered; for instance, there is The Project Communication Planner, The Responsibility/Accountability Matrix and The Project Status Report. These are all documents that could have been used to keep the communication lines open and meet the milestones set for the project while knowing who will be accountable for what task and at what time.
References
Greer, M. (2010). The project management minimalist: Just enough PM to rock your projects! (Laureate custom ed.). Baltimore: Laureate Education, Inc.
Lockitt, B. (2007). Putting the Q into quality project management. London: Learning and Skills Network. Retrieved from www.learningtechnologies.ac.uk/files/Quality_Project..
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
Justin:
ReplyDeleteBased on the outcome of your project I guess now will be a good time to create your “Lessons Learned” checklist as suggested by Greer (2010).
It is good that you have realized the reasons for the failure of the project (“There seemed to be shortcomings in organization, leadership, and communication”) and was also able to identify the main element that was lacking in the project (“Conveying background, scope, and responsibilities is important in any project”). I noticed that you also offered possible solutions and/or remedies that would have contributed to the success of the project as well, (“Utilizing a system to monitor performance should have been used to verify that the right work is being done on time”). As Portny et al noted, you were able to identify the “magnitude of the consequences” that attributed to the project outcomes.
Greer (2010) has provided us with a number of worksheets that we can use with the solutions you offered; for instance, there is The Project Communication Planner, The Responsibility/Accountability Matrix and The Project Status Report. These are all documents that could have been used to keep the communication lines open and meet the milestones set for the project while knowing who will be accountable for what task and at what time.
References
Greer, M. (2010). The project management minimalist: Just enough PM to rock your projects! (Laureate custom ed.). Baltimore: Laureate Education, Inc.
Lockitt, B. (2007). Putting the Q into quality project management. London: Learning and Skills Network. Retrieved from www.learningtechnologies.ac.uk/files/Quality_Project..
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
Hello Justin...
ReplyDeleteIt sounded pretty frustrating, Justin. I agree everyone has a role to play, but not everyone can be the project manager for one project. It feels that's what they were looking for. That is, to just get it done, under cost, and on time. You think?
I hope I read your post correctly.
Thank you....,
Just, Rita
Hey Justin, That does sound frustrating. What was your role in this project?
ReplyDeleteI'm surprised that an auto company would have an important project without defining a project manager. All of the things you identified, "shortcomings in organization, leadership, and communication," could have been resolved with the involvement of a single person in charge - a project manager.
Obviously this was an important project; how was the failure resolved?
Thanks for sharing,
Meredith