Project management case studies pdf free download

Rivett Dave : B. Leakey Bert : C. Droppe Charlie : A. Dent Amos : O. Volta Olaf : E. Forgot Eddie : W. Easley Win : Woody's Project Manager. Beam Construction Ltd. Rain Ltd. With the possibility of a major airport expansion, and free-trade opportunities south of the border, Bruce Sharpe persuaded Woody's directors that they were well placed to expand their manufacturing business. Miles Faster, regularly complaining that the company's production efficiency was being thwarted by lack of manufacturing space, made a pitch to John Carpenter for moving to completely new and more modern facilities.

John Carpenter, with a vision of growth based on computer controlled automation, talked over the idea with his father.

Woody discussed it with his wife who in turn brought Kim Cashman and Spencer Moneysworth into the debate. Cashman and Moneysworth felt strongly that they should remain where they were, since there was spare land on their property, even though not the most convenient for plant expansion.

They argued that not only would this avoid the costs of buying and selling property, but more importantly avoid the interruption to production while relocating their existing equipment. Besides, the nearest potential location at an attractive price was at least fifteen miles further out from the residential area where most of them lived. Polarization of opinions rapidly became evident and so, in the spring of , Woody called a meeting of the directors and key personnel to resolve the issue.

After a visit to the factory floor and a prolonged and sometimes bitter argument lasting into the early hours, it was agreed that the company would stay put on its existing property. The opportunity would also be taken to install air-conditioning and a dust-free paint and finishing shop complete with additional compressor capacity.

Equipment would include a semi-automatic woodworking production train, requiring the development and installation of software and hardware to run it. The President and Executive Vice Presidents' offices would also be renovated. To give Woody's personnel a feeling of ownership, Molly Bussell proposed that the project should be called Woody Spencer Moneysworth would take responsibility for Project Woody Planning Moneysworth was keen to show his administrative abilities.

He decided not to involve the production people as they were always too busy and, anyway, that would only delay progress. So, not one for wasting time on planning Moneysworth immediately invited Expert Industrial Developers EID to quote on the planned expansion.

He reasoned that this contractor's prominence on the industrial estate and their knowledge of industrial work would result in a lower total project cost. Meanwhile, Kim Cashman developed a monthly cash flow chart as follows. First he set aside one million for contingencies.

He carefully locked the chart away in his drawer for future reference. All actual costs associated with the project would be recorded as part of the company's normal book-keeping.

Upon Moneysworth's insistence, EID submitted a fixed-price quotation. After Moneysworth recovered from the shock, he persuaded Woody's management that the price and schedule were excessive. For their part, EID believed that Woody's would need considerable help with their project planning and allowed for a number of uncertainties.

Further negotiations followed in which EID offered to undertake the work based on a fully reimbursable contract. Moneysworth started inquiries elsewhere but EID countered with an offer to do their own work on cost plus but solicit fixed price quotations for all sub-trade work.

Under this arrangement EID would be paid an hourly rate covering direct wages or salaries, payroll burden, head-office overhead and profit. Conflict management -- Morality and ethics -- Managing scope changes -- Wage and salary administration -- Time management -- Industry specific : construction "Project Management Case Studies, Second Edition presents the most comprehensive collection of project management case studies available today.

Compiled by Harold Kerzner, the leading authority on project management, it offers more than ninety case studies that illustrate both successful implementation of project management by actual companies and pitfalls to avoid in a variety of real-world situations. There are no reviews yet. Be the first one to write a review. Official race inquiries almost never did, including the notorious inquiry into that unparalleled Le Mans holocaust when seventy-three spectators were killed and no one was found to blame whereas it was common knowledge at the time that one man and one man only - dead now these many years - had been the person responsible for it.

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