This preview has intentionally blurred sections. Sign up to view the full version.View Full Document
Unformatted text preview: 2. As the method of training adopted was OJT, it would start only when the construction starts. 3. Inefficiency of SHD staff was a bottleneck slowing down the project. 4. Budgeting was done on an annual basis and not for the project period thus it lacked flexibility and was vulnerable to the volatile oil prices 5. The Sorongan managers would arbitrarily reassign job to other people thus making counterpart training ineffective. 6. At low operator and mechanic levels poor supervision was adding to the problem. 7. Construction equipments should be imported from Canada. 8. Local workers need to be trained on it and to be given expert advice. 9. Technically SHD could lay claim to 15 meters but had to pay compensation for any crops lost even though those crops were planted on state land. BADM 318 Project Management Case Report: Hazelton International Last Name: First Name:...
View Full Document
- Spring '12
- Project Management, Given name, Hazelton, Hazelton International