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Unformatted text preview: PM586 1 - SEC H PROJECT PART 1 SEITZ HUNTSVILLE PROJECT PROJECT REPORT Introduction Project Planning is the key to the success of a Project. Seitz Huntsville Project is a very large project with a budget of $2,750,000 to be completed in only 18 months. Janis Clark, the Project Manager for Seitz Huntsville Project seems very determined in implementing this Project, having all the support from board of directors and access to functional elements at the corporate plant. Steve Pokorski, the Vice President of Operations, and Joe Downs (was also a Project Manager candidate for this project), the Director of Plant Engineering, were also asked to help Janis in anyway, even if they had to go out of the way. 2 Janis Strategy Mark Green, the Project Sponsor asked Janis to furnish the Project artifacts before proceeding further and Janis s approach was to convert her task list to Project Charter, Scope Statement and WBS. Since she had already created a task list, it was easier for her to build a WBS but that certainly is correct path. Janis, to the best of my knowledge, should have created a Project Charter first with the help of her assistants. A charter document is the WHAT of a project and if not planning properly, the Project is destined to fail. Charter document is used to communicate between the Project Teams, Stake holders and the rest of the company about the Project. This document is the foundation of the Project. It authorizes the project manager to proceed with the project. After creating the Project Charter and seeking approval from the board of Directors, Janis already had the help from the headquarter plant s Director and VP who could help her with staffing by promoting and moving employees to Huntsville. At this point, Janis should have called a project team meeting and discuss the Scope statement. If this was not possible, she could have asked for help from her assistants in building a Scope Statement and obtain approval from the stakeholders. In this case, the boards of directors are most probably the stake holders. After getting an approval on Project Charter and Scope Statement, Janis should have gotten help from her employees/assistants on identifying the work packages and collecting them as WBS. Scope should have been decomposed into work packages and then organized with indents and without dependencies. Over all, Janis approach towards the project from the beginning was incorrect and if the Board of directors had not asked for the artifacts, Janis wouldn t have worked on them and suffered the consequences later. She used the backward approach by building the task list first. 3 Conflicts Janis, being selected as the PM and board of directors instructing Joe Downs (Project Manager Candidate for this project, turned down) to help Janis in anyway and even if his own performance suffers, may not go well. Janis has to be cautious when dealing with Joe and mostly try to get help from Steve Pokorski, the VP of Operations. Although, she may also have issues try to get help from Steve Pokorski, the VP of Operations....
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- Fall '10