Planning

The Benfield Column Repair Project

Food Waste Composting at Larry's Markets

Winning the Sydney to Hobart: A Case Study in Project Management

Kodak's New Focus

Managing Kuwait Oil Fields Reconstruction Projects

Managing Resources and Communicating Results of Sydney's $7 Billion Clean Waterways Program

Making Affordable Housing Attainable through Modern Project Management

Goal Definition and Performance Indicators in Soft Projects: Building a Competitive Intelligence System

1995 PMI International Project of the Year

The Benfield Column Repair Project

Ian Boggon, PMP, General Manager, INTENS SA

PM Network, February 1996, pp. 25–30

Synopsis

This case describes the Benfield Column Repair Project, the 1995 PMI International Project of the Year. The project was to quickly replace a large section of a regeneration column at a coal, chemical, and crude oil company in South Africa. The project required that a large number of resources be pooled from around the world to engineer the repairs to the regeneration column. All aspects of project management were utilized to accomplish the project. Thanks to excellent project management, plus creative solutions to a number of challenges, the project was completed ahead of schedule and under budget.

Learning Objectives

In discussing this case, students should gain a better understanding of:

• the use of a work breakdown structure

• the importance of building commitment from team members

• how special management methods can be used to aid a project

• that communications management is a key to a project

• how a large and complex project such as this can be very successful.

DISCUSSION QUESTIONS AND POSSIBLE ANSWERS

1. A work breakdown structure (WBS) was used in the management of the project described in this case. According to the PMBOK Guide, what is the concept of the WBS?

a. In the PMBOK Guide, section 5.3.3, Outputs From Scope Definition, a WBS is termed a deliverable-oriented grouping of project elements that organizes and defines the total scope of the project.

2. The WBS is also described as a key for the scope management of the project. Outline the process used in this project to develop the WBS.

a. In the first meeting they used a brainstorming session with all interested parties present. Ideas were placed on post-it notes on a huge white board. At the second meeting, the WBS was refined and accepted. Times for each task were assigned by those who would carry out the tasks. This is essentially the same process documented in section 5.3.2, Tools and Techniques For Scope Definition, in the PMBOK Guide.

3. The author of this case presents communications management as "the golden thread which ran through the project." If the supplier relationships were less trustful, how would this have changed the management and success of the project?

a. Because the supplier relationships enabled the suppliers to be trusted and relied upon, more effort was able to be put forth in expediting the project. Had the supplier relationships been less trustful, project managers would have had to have spent more time working with suppliers, assuring on time deliveries, and checking the quality of materials, and thus would not have been able to spend as much time expediting the project. Thus the project, although probably still a success, may not have been done as fast or as much under budget.

4. This project challenged the way in which things are usually done, and based its success on what were considered special management methods. Mention a couple of the examples from the project which you think reflect these "special" practices.

a. Mutual trust through the use of verbal contracts, followed by written contracts later.

b. One person is used to handle all purchase orders instead of a department. All orders were recorded in a diary.

c. The only written reports to management were concerning costs and the schedule.

d. The project team was located on-site and had a clear presence throughout the life of the project.

e. The easy use of clear and proper communications.

f. Credit given for work done ahead of schedule.

5. How did the project build commitment from every member of the team? List several reasons for this commitment.

a. Scoreboard created to allow all to know project status and to recognize outstanding performance.

b. Clear feedback for all involved (suppliers, management, etc.)

c. The project team was located on-site and had a clear presence throughout the life of the project.

d. Encouragement for enthusiasm and commitment was addressed from the inception of the project.

e. A teamwork approach was taken as opposed to individual effort.

Additional Discussion Points:

The instructor may want to discuss the importance of the post-project analysis mentioned in the case as a source of continuous improvement in project management and as a part of continuous improvement in the company and its culture.

Food Waste Composting at Larry's Markets

Brant Rogers, Environmental Affairs Manager, Larry's Markets

PM Network, February 1995, pp. 32–33

Synopsis

This case describes a recycling project which is a part of an environmental program instituted by a chain of grocery stores. The project was a success in that it achieved its mission, pleasing customers and environmental agencies, as well as generating a profit. The case illustrates the wide applicability of project management.

Learning Objectives

During the discussion of and answering questions on this case, students will gain a better understanding of the following:

• the concept of a project's mission, vision, objectives, goals and strategies

• the applicability of project management to any size of project

• the wide range of project management applications

• when to use project management.

Discussion Questions and Possible Answers

1. The case description contains the following statement: "The project's mission was to capture all of the produce and floral department byproducts for composting by late 1993." The words mission, vision, objectives, and goals are very frequently used in management. What are their definitions and differences? Also, what were these for Larry's market project?

a. From the book, Project Management: Strategic Design and Implementation, 2nd ed., by Cleland, Chapter 11, Project Planning, and from the book, Strategic Management of Teams, by Cleland, Chapter 1, The Concept and Process of Strategic Management, the following are defined: Vision: The vision is a dream or idea of what the future will hold. It is the general direction toward which an organization should head...