Setting specific time tables for events, and having a clear understanding of how long each part of a project entails -- and who is responsible for overseeing that phase of the project -- is essential. Many delays could have been easily overcome, sim Continue Reading...
Woody's Project Management: The Custom Woodworking Company is relatively a medium sized cabinet and furniture making firm whose headquarters are at Industrial Estates, BC. The founder began the company in 1954 following his apprenticeship as a cabin Continue Reading...
Project Management In The Custom Woodworking Company, hereafter known as "Woody's," there were numerous project management problems that appeared from the very beginning, and they only got worse as the product was carried out. The Woody 2000 project Continue Reading...
When Leadbetter was made aware of these issues, he contacted only the subcontractors working on individual aspects of the project, attempting to micromanage without coordinating through the project leaders at the two major companies that had been h Continue Reading...
Woody 2000 The project proposed herein involves identifying optimal approaches to the expansion of the existing workspace and installation of a production train for The Custom Woodworking Company (hereinafter alternatively "Woody's" or "the company" Continue Reading...
For example, the company did create a monthly cash flow chart for the modernization project. However, this flow chart was not regularly re-evaluated over the course of the project on a regular and timely basis, once delays became a problem. There wa Continue Reading...
Woody 2000 -- Project Outline The Woody 2000 project represents an industrial facilities expansion for a growing small-to-midsize (SME) business that produces custom furniture and cabinets. This SME, The Custom Woodworking Company, has designated a Continue Reading...
Even a good plan cannot account for all subcontracting-related delays. Intuitively it might seem that a plan of such magnitude could not be completed on time, at least not with so many subcontractors. When in doubt, common sense should 'win out' whe Continue Reading...
The initial monthly cash flow charts set aside one million for contingencies: one million in each of the first and last months, with an intervening ten months at $1.4 million (Wideman, 1993, Planning). The project should have been carefully guarded Continue Reading...
Woody's Case Woody's The background of this case is relatively straightforward, despite the complexities of the described project's ultimate failure. The younger generation of the company's leadership wanted to see Woody's, a manufacturing concern, Continue Reading...
