THE CASE OF WOODY WOODWORKING COMPANY AN ANALYSIS OF WHAT WENT

WRONG

WRITE A CASE STUDY NARRATIVES USING THE RECOMMENDED PROJECT APPRAISAL

QUESTIONNAIRE AND EMPLOY THE SUGGESTED SEQUENCE AND UTILIZE APA
FORMAT, 

DEADLINE: 3RD WEEK OF MARCH 2022

Project Appraisal Questionnaire

The purpose of project management is to achieve a successful project and all that this implies.
So, if you were Win Easley, the project management consultant, what would you report?
Specific issues for your consideration follow. You will not find all the answers written into the
case study. Most of the answers are matters of opinion and you will need to raise the proper
questions.

1. Project Concept and Strategy

a. Was the Woody 2000 project well-conceived? Give reasons for your opinion.

 Yes, since they considered the benefits and disadvantages of

expanding their location before starting on the project, as well as the
hazards that they would face if they continued to shift their
company.

b. What were Woody's real objectives that could and should have been articulated?

 The actual goals of the Woody were to install air conditioning and a
dust-free paint and finishing facility with greater compressor
capacity. To increase the company's production efficiency through
computer-controlled automation.

c. What strategies were there for achieving these objectives? What would you recommend?

 Allocating resources for job completion.

 Setting a time limit for each task.
 Application of Project Management Methodology
 Creating a thorough work statement.

d. Did they consider other solutions? Give Examples.

 There's no indication that they had looked at alternative possibilities.

e. How would you gauge the project's success? Could success be measured? If so, when?

Yes, the achievement appears to be satisfied, with important outputs

reaching their deadlines. Yes, after the project is complete, performance
will be evaluated

2. Project Scope

a. Why do you suppose renovation of the President and Executive Vice President's offices were
included in the project and was that a good idea?

 In theory, the main goal was to execute the entire project within the
timescale specified while incurring as small productivity losses as
possible. Adding the top executives' offices into the remodeling
process looks to be a fantastic idea because it allows you to finish
two large building projects at the same time. It may have offered an
opportunity to the senior executives to maintain the firm in its
current location and merely develop rather than relocate it. These
two factors explain why the corporation chose to add such a
makeover on top of their growth; unfortunately, it was not the best
choice.

b. Write a simple project scope statement.

 Woody 2000 is the name of the project. The President's and VP's
offices will also be restored. The $17 million repairs may take 18
months to complete. It means increasing the company's
manufacturing facility by 25% while using the company's
availability. The installation of new semi-automatic equipment will
boost supply amount and quality.

c. Develop a work breakdown structure. 

ESTIMATED BUDGET
ABOUT PLANNING
TIME ALLOCATION

WOODY SIGNING
ESTIMATED
200 PREPARATION OF
COST AND TIME
CONTRACT

TRASNPO
LAND ESTABLISHMEN
OPERATION INSTALLATI
OPERATION T
ON
3. Project Planning

a. What should be included in a Woody 2000 project plan? What use would it be?

 Estimating the appropriate amount of money and time length is

critical for building a successful strategy. To do this, the company
must have a proper assessment issue and ensure that appropriate
staff is assigned to suitable project sites. In addition, each stage of
the project's scope must be carefully recorded.

b. Evaluate Woody's plans for managing the project, including their approach to contracting for
professional services and construction work. What would you have done, and would that
change for successive phases of the project?

 When the facts of the case are considered, it is evident that there
were no actual plans. Before outsourcing out specialists, all they did
was attend meetings and do speeches that didn't genuinely address
major difficulties. Without any true in-depth investigation or
information, the decisions were made. Furthermore, the project was
given to the EID organization hastily and without a defined plan. As a
result, when budgeting the operation, EID assumed several
hypotheses. As a result, the project's cost increased.

c. Did the project plan explain how the project and any changes would be controlled? Should
this be part of the plan? Give reasons.

The project plan was rapidly produced with little thought given to how it
would be handled or if it would have a contingency plan. They would have
made up for the perceived flaw in project planning.

 There were few checkpoints or milestones in the timetable plan,

which overlooked key aspects.
 There was also a conflict of interest. The project's goals appeared
unrealistic, and the workers' commitment could not be met
therefore.
 Because of unclearly stated tasks, there have been conflicts at all
levels of the entire project.
 There were gaps in the aims, renovations, design, financial limits,
mechanical improvement, and project goals.
4. Quality

a. How should quality be approached, and what does it mean?

Quality is an important part of project management, and it is classified into

two categories:

 Product standard
 Processing excellence

The project team builds the project quality in such a manner that it
generates the final quality based on the demands of the client, wherein the
quality of the product, which is based on the method used, is decided by
the level of customer satisfaction. (Lester, 2017)

b. Why did Leadbetter not invoke the specifications to ensure quality? What was the result?

 Despite being a young and skilled civil engineer, Leadbetter lacked

project management skills, particularly in terms of procedures and
methodologies. He made an important contribution to the project's
software, which assisted the team; yet he was unable to activate the
project specs due to a lack of management consent. He was so
preoccupied with software development that he didn't have a clear
method in place for key process approval. As a result, they couldn't
approve production designs for two weeks and went on vacation
while S&P and Piecemeal Corporation waited. This one-of-a-kind act
resulted in a two-week delay in the procedures.

c. What is the importance of Quality to a project like this?

 In today's fast-paced corporate climate, delays are risky, and

resource waste may be lethal; this is what happened to Woody. In
Woody's case, a lack of quality process and product quality cost them
a lot of money, demotivation, sales loss, and even reputation. Good
quality control would have helped Woody in ensuring that realistic
cost and timeframe estimations were given, as well as proper
planning, in order to ensure a smooth product completion at a fair
cost.
5. Planning and Scheduling

a. Identify and describe a set of project schedule milestones from project concept to project
completion.

 The program completion certification signifies the project's

completion.
 The beginning of the industry
 Clarity of the project will be achieved via proper and comprehensive
design.
 A detailed and well-defined contract for all partners involved that
precisely fits the project's requirements.
 Correct installation of the project's essential machinery.

b. Illustrate your milestones on a simple bar chart scaled to the information provided in the Case
Study.

Woody Milestone Project

Starting to plan
Contracts distribution
Machine purchase and installation
Complete the Certificate
Starting of Work and production
0 1 2 3 4 5 6

c. Would a good baseline plan have helped to show that the project would not meet its
schedule? If so, how? 

 Strong measures are planned, also it would have ensured that every
work was budgeted and planned according to time and date. Any
faults in the individual task in compensation or timeline would be
quickly identified and corrected, allowing the management to
immediately see any weakness or strength in the individual work.

d. How should float on the critical path have been managed? Would this have helped to
complete on time?

 The entire project was not finished by the important step. No one
was made liable for the failure to fulfill the anticipated timeline. To
solve this, the essential milestone should be determined first, and
the contract should be attached to the timetable; this will allow the
float to be handled successfully, assisting in the completion of the
work,
6. Cost Estimating

a. Develop a high-level estimate by "guesstimation".

 A $ 22 million, as Cashman predicted in the start. The writer

estimates it to be less than $24 million.

b. How should the estimate be presented?

 Estimates should be created from the start of the plan, together with the
timeline.

c. Is life-cycle costing a factor on this project?

 Of course, Cashman anticipated in the beginning that the first four

months and the last four months would cost $ 1 million, with the
remaining ten months costing $1.4 million. That means that any
extra months or days in the timeline will increase the project's cost.

d. Cashman kept his cash flow chart a secret. Why, and what would you have done?

 Cashman should not keep the cash-flow chart a secret. To operate in

a productive work context, all data must be exchanged as important
parties should be transparent with one another. Maintaining this
knowledge as a secret may put him in an unpleasant situation.

7. Contracting for Engineering and Construction Services   

a. What were the contracting alternatives open to Woody's? Which would have been best and
what would that have involved?

 Moneysworth would not let any opponent be in Woody's line of sight.

Moneysworth believes he has chosen the firm from his perspective,
and he has not researched other contractors.

b. How should the contract(s) be organized and tendered?

 Moneysworth should look for other organizations that can supply the
same service before hiring a professional. Examine their services and
the prices they charge for each one. They are managed by
maintaining a follow-up plan, it should be evaluated with more than
one essential stakeholder.

c. How should they be administered?

 They are managed by keeping a follow-up plan, which should be

evaluated with more than one essential stakeholder.
d. Were the original Woody 2000 project requirements delivered?

 The project was completed after Woody lost his clients, certain
agreements, his clients' confidence, more of budget, and the
anticipated date.

8. Communication and People Management

a. Draw a project organization chart. What were the real relationships?

Directors: Chairman & CEO: Ron Carpenter VP Finance and Administration: Spencer
Moneysworth
President: Mrs. Emelia Carpenter
VP Personnel
Executive Vice President: Kim Qualey : Molly Bussell

Director: John Carpenter VP Sales and Estimating

: Bruce Sharpe
Key Personnel: VP Production: Miles Faster
Controller: Kim Cashman 

b. Should Leadbetter have been left to run the project? Would training have helped?

 Leadbetter shouldn't be in charge of the project. Also, he doesn't

know anything about management. It would have been more
productive if they maintained him as an assistant to help and grow.

c. How should the Woody 2000 project plan be communicated and when?

 Moneysworth, who signed the contract with EID, should hold a

meeting of all the major stakeholders and production personnel to
make the final choice and develop a comprehensive strategy. It will
make it easier for them to estimate the money and the timeline. This
should all take place at the start of a project.

d. What communication (coordination) would you expect to see during execution?

 The communication should be done professionally while keeping the

corporate hierarchy in mind. Involving the company's expertise in
decision-making. Any choice should be authorized by more than a
significant individual inside the firm. Because these decisions will
have ramifications for the entire project initiative

9. Progress Monitoring and Control

a. Would a good baseline plan have helped to make up time?

 A baseline plan will give complete data for each phase, allowing each
member staff to work in a clear and visible environment. This helps
everyone to work more effectively since they are aware of the
project's needs and assume responsibility for the tasks that have
been assigned to them. This strategy will result in a successful task
that may be finished on time and within budget.

b. Draw a responsibility chart for effective control.

c. What would you have done when you saw that the project would not meets its schedule?

 If it is discovered that the project did not reach the deadline, a

conference should be planned after reviewing all, to identify the
bottle nick issue that caused the project to be late. The plan must be
prepared critically to catch up with the scheduled date. Working
tirelessly to accomplish the overdue work

d. Project records were apparently poor. What records should have been kept and how?

 All tasks, notes, plans, budgets, change task, contracts, choices, and
other administrative work should be reported in a professional, not
handwritten, manner and carefully stored.

10. Cost Control

a. Why was EID's first price so high? Was their position reasonable?

 It is an outside firm that seeks to maximize profits by completing the

allocated task. He wants to demonstrate to other important
participants how he can run the task successfully without depending
on Woody's technical expertise. This was because they discovered
Woody Company had not created a sufficient plan.

b. When did Woody's know they were in trouble with over expenditure? What was the result? 

 Woody becomes aware of the problem when he discovers that the

project is behind time, so the money has been surpassed. As a result,
the corporation began throwing cash about to remedy the issue. But,
despite all his efforts, he was unable to regain control over the
project.

c. How should the project budget and expenditures be set out for cost control?
  When designing and financing an operation, one should include at
the expense of every crisis or failure circumstances that may arise.
Also, keep in mind that modifications may occur during the
procedure that needs additional charges.

d. Draw a simple flow chart for processing changes?

11. Risk Identification and Management

a.How did EID handle their risks? Was this effective? What might they have done?

 EID dealt with risks by implementing a good plan which allowed

alternatives that had been budgeted to act to recognized hazards
effectively. This method worked well in dealing with the current
problem. It did not, though, respond efficiently to the unidentified
ones.

b.List Woody's actual surprises and add other possible surprises. What was, or should have
been, done to prepare for and respond to them?

 Outrageous spending
 Uncertainty of a project

Spite of the fact that the work took longer than expected. In order to keep
rising expenses under control, the company should implement a
foundation of its spending and calculate the site's starting costs. This will
enable it to create an expenditure plan that is sufficient to allow for certain
adjustments without hurting the revenue.

 c.Were there changes? What were the impacts?

 For a variety of reasons, this initiative was poorly designed. Woody
began an expansion project without conducting adequate research;
there was a mini boom in the construction industry in Southwestern
BC due to the possibility of a major airport expansion and free trade
opportunity, but the organization did not investigate. Also, they were
quick in their judgment without sufficient consultation. Before
commencing on an expansion, the organization should have
conducted a thorough investigation to determine whether it is truly
necessary.

12. Facility Startup and Project Closeout

a.How was startup managed on the Woody project? How should it have been managed?

 Mr. Bruce Sharpe convinced top management that there was a need
for expansion owing to the potential for increased sales, prompting
 the start-up of the Woody project. Senior management should have
obtained an impartial long-term sales prediction before embarking
on the Woody project. Simple conversations resulted in the decision
to increase capacity by twenty-five percent. During the initial
planning phase, no feedback from production, staff was gathered,
feedback from production staff should have been gathered
throughout the project's planning phase to ensure the project's
success.

b.The Woody 2000 project was evidently not well run. Why? Give reasons for your opinion.

 Yes, since before planning the project, they analyzed the benefits
and drawbacks of extending their site and identified the risks that
they would face should they continue shifting their firm.

c.Develop a list of "Key Success Indicators" that could and should have been measured on
completion. Rank them in order of priority for this project.

V. Case Study Proposal   5

VI. Project Processes and Knowledge Areas   6

VII. Project Planning   7

VIII. Quality   8

IX. Cost Estimating   9

X. Risk Identification and Management                     10

XI. Facility Startup and Project Closeout   11

XII. Conclusion   12

XIII. Bibliography   13

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Working Tool for Project Managers. 

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http://www.novartisfoundation.org/platform/apps/Publication/getfmfile.asp?
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PMBOK, (2013). A guide to the project management body of knowledge : (PMBOK guide). 5th
ed. Newtown Square, PA: Project Management Institute, Inc..

Project Management Institute (PMI) (2013). Project Management Professional (PMP)

Handbook.

 [ONLINE] Available at:

http://www.pmi.org/certification/~/media/pdf/certifications/pdc_pmphandbook.ashx. [Last
Accessed 20 April 2014].

https://studylib.net/doc/8233746/project-management-case-study-woody-s-custom-woodworking