Project Management Casebook offers 50 case studies that represent the breadth and importance of project management and its impact on the everyday management of projects. Each of the cases provides new and unique challenges that have been mastered by the practice of project management.

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Project Management Casebook: Instructors Manual

By David I. Cleland, Karen M. Bursic, Richard Puerzer, A. Yaroslav Vlasak

Project Management Institute, Inc.

Chapter One: Planning, 
Chapter Two: Organizing, 
Chapter Three: Motivating, 
Chapter Four: Directing, 
Chapter Five: Controlling, 
Chapter Six: General, 
Appendix A: PMI's Code of Ethics for the Project Management Profession, 
Appendix B: Recommended Reading,

CHAPTER 1

Planning

The Benfield Column Repair Project

Food Waste Composting at Larry's Markets

Winning the Sydney to Hobart: A Case Study in Project Management

Kodak's New Focus

Managing Kuwait Oil Fields Reconstruction Projects

Managing Resources and Communicating Results of Sydney's $7 Billion Clean Waterways Program

Making Affordable Housing Attainable through Modern Project Management

Goal Definition and Performance Indicators in Soft Projects: Building a Competitive Intelligence System

1995 PMI International Project of the Year

The Benfield Column Repair Project

Ian Boggon, PMP, General Manager, INTENS SA

PM Network, February 1996, pp. 25–30

Synopsis

This case describes the Benfield Column Repair Project, the 1995 PMI International Project of the Year. The project was to quickly replace a large section of a regeneration column at a coal, chemical, and crude oil company in South Africa. The project required that a large number of resources be pooled from around the world to engineer the repairs to the regeneration column. All aspects of project management were utilized to accomplish the project. Thanks to excellent project management, plus creative solutions to a number of challenges, the project was completed ahead of schedule and under budget.

Learning Objectives

In discussing this case, students should gain a better understanding of:

• the use of a work breakdown structure

• the importance of building commitment from team members

• how special management methods can be used to aid a project

• that communications management is a key to a project

• how a large and complex project such as this can be very successful.

DISCUSSION QUESTIONS AND POSSIBLE ANSWERS

1. A work breakdown structure (WBS) was used in the management of the project described in this case. According to the PMBOK Guide, what is the concept of the WBS?

a. In the PMBOK Guide, section 5.3.3, Outputs From Scope Definition, a WBS is termed a deliverable-oriented grouping of project elements that organizes and defines the total scope of the project.

2. The WBS is also described as a key for the scope management of the project. Outline the process used in this project to develop the WBS.

a. In the first meeting they used a brainstorming session with all interested parties present. Ideas were placed on post-it notes on a huge white board. At the second meeting, the WBS was refined and accepted. Times for each task were assigned by those who would carry out the tasks. This is essentially the same process documented in section 5.3.2, Tools and Techniques For Scope Definition, in the PMBOK Guide.

3. The author of this case presents communications management as "the golden thread which ran through the project." If the supplier relationships were less trustful, how would this have changed the management and success of the project?

a. Because the supplier relationships enabled the suppliers to be trusted and relied upon, more effort was able to be put forth in expediting the project. Had the supplier relationships been less trustful, project managers would have had to have spent more time working with suppliers, assuring on time deliveries, and checking the quality of materials, and thus would not have been able to spend as much time expediting the project. Thus the project, although probably still a success, may not have been done as fast or as much under budget.

4. This project challenged the way in which things are usually done, and based its success on what were considered special management methods. Mention a couple of the examples from the project which you think reflect these "special" practices.

a. Mutual trust through the use of verbal contracts, followed by written contracts later.

b. One person is used to handle all purchase orders instead of a department. All orders were recorded in a diary.

c. The only written reports to management were concerning costs and the schedule.

d. The project team was located on-site and had a clear presence throughout the life of the project.

e. The easy use of clear and proper communications.

f. Credit given for work done ahead of schedule.

5. How did the project build commitment from every member of the team? List several reasons for this commitment.

a. Scoreboard created to allow all to know project status and to recognize outstanding performance.

b. Clear feedback for all involved (suppliers, management, etc.)

c. The project team was located on-site and had a clear presence throughout the life of the project.

d. Encouragement for enthusiasm and commitment was addressed from the inception of the project.

e. A teamwork approach was taken as opposed to individual effort.

Additional Discussion Points:

The instructor may want to discuss the importance of the post-project analysis mentioned in the case as a source of continuous improvement in project management and as a part of continuous improvement in the company and its culture.

Food Waste Composting at Larry's Markets

Brant Rogers, Environmental Affairs Manager, Larry's Markets

PM Network, February 1995, pp. 32–33

Synopsis

This case describes a recycling project which is a part of an environmental program instituted by a chain of grocery stores. The project was a success in that it achieved its mission, pleasing customers and environmental agencies, as well as generating a profit. The case illustrates the wide applicability of project management.

Learning Objectives

During the discussion of and answering questions on this case, students will gain a better understanding of the following:

• the concept of a project's mission, vision, objectives, goals and strategies

• the applicability of project management to any size of project

• the wide range of project management applications

• when to use project management.

Discussion Questions and Possible Answers

1. The case description contains the following statement: "The project's mission was to capture all of the produce and floral department byproducts for composting by late 1993." The words mission, vision, objectives, and goals are very frequently used in management. What are their definitions and differences? Also, what were these for Larry's market project?

a. From the book, Project Management: Strategic Design and Implementation, 2nd ed., by Cleland, Chapter 11, Project Planning, and from the book, Strategic Management of Teams, by Cleland, Chapter 1, The Concept and Process of Strategic Management, the following are defined: Vision: The vision is a dream or idea of what the future will hold. It is the general direction toward which an organization should head in order to be what its leaders want it to be.

Mission: The organization's mission answers the basic question of "what business are we in?" It also offers a symbol around which all organizational effort is focused and provides the final performance criterion for a company.

Objectives: Objectives are ongoing end purposes that will be achieved in the long run. Through the objectives, the mission is achieved. Objectives can be used as a performance measure if stated with reference to quantitative or qualitative issues.

Goals: Goals are measurable milestones that will be achieved by the enterprise in the process of aiming toward the objectives. They are the basic components for developing a control process.

Strategies: Strategies are the design of the means through the allocation of resources.

2. Would this project be termed a success even if it meant no economic gain but the same environmental gain? If you were developing the proposal for this project given only the non-economic gain how would you "sell" it to stakeholders?

a. Yes it would be a success given that environmental gain were at least one of the objectives of the project. However, the project would provide at least an indirect economic gain through public relations and as a morale booster through the company. Another of the objectives achieved was that the project also fulfilled a legal requirement on recycling rate.

3. This effort began as a project. In its current state, it is an ongoing effort by the company with no end in sight. Review the definition of a project and answer the following question: How can it be determined that an effort need no longer be managed as a project?

a. From the PMBOK Guide, section 1.2, What Is a Project, a project is defined as "a temporary endeavor undertaken to create a unique product or service. Temporary means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all similar products or services." Therefore, it could still be considered a project if it was designed to increase or change the company's recycling methods using a work breakdown structure and a schedule. However, once the recycling has been ingrained into the day-to-day business of the company in that it only needs to be monitored, it no longer requires management as a project.

4. The outcome of this project was outstanding. What do you think are the primary reasons for this success?

a. The project had a clear mission and objectives from its origin.

b. It serves as a source of pride and motivation to employees and customers.

c. The project received recognition from the government and environmental groups that fostered commitment to the project.

Additional Discussion Points:

The instructor may want to have the students discuss how the methods and results for this project could be extended to a larger project. How do the challenges and the management of a project change with size?

Winning the Sydney to Hobart: A Case Study in Project Management

Lynn Crawford, University of Technology, Sydney

PMI Proceedings, 1993, pp. 53–59

Synopsis

This case discusses the application of project management to the project of preparing for an ocean classic yacht race. The author makes specific reference to tasks which make up the project and relates them to specific work involved in project management. Campaigning for a yacht race includes determining the concept of the project (determine scope, risk assessment, review alternatives), developing the project (select the boat, establish the project team, prepare the boat), execute the project (procure the boat, train the team, enter the races) and finish the project (continually tune the boat, race the boat, and win). The case offers a novel look at project management in that the application is interesting and atypical.

Learning Objectives

Through the study of this case, students should gain a better understanding of:

• characteristics of a successful project

• the importance of all of the phases of a project

• the importance of a good project team

• the planning of a successful project

• the risk assessment of a project.

Discussion Questions and Possible Answers

1. The project initiator believes that winning a yacht race depends 80 percent on the preparation stage and only 20 percent on the effort in the actual race. Einstein was quoted as saying that a creation is 10 percent inspiration and 90 percent perspiration. Which of these statements do you agree with? Why, given a project management context?

a. The amount of planning for a project is very project dependent. The planning of a project is discussed in the PMBOK Guide in section 3.3.2, Planning Processes. It states that the planning of a project is very dependent on the previous experience in the area of the project, and should be commensurate with the scope of the project and the usefulness of the information developed. Einstein's 90 percent perspiration should include planning.

2. This project essentially describes a job-shop point of view. How might the creation of a fleet of championship boats change the described project lifecycle?

a. The project life-cycle, described in PMBOK Guide in Section 2.1, made up of feasibility, planning and design, production, and turnover and start-up, would need to be refined to include more emphasis on the prototype and validation stages of development. Again, the question of 80 percent of the effort spent in planning would come into question as more work in production monitoring and performance may be required.

3. Cost management was described as subsidiary to time and quality objectives for this project. If this situation had been different, i.e., a restrictive boat budget, how might the project results have changed?

a. It is difficult to say that the results would have changed at all. The experienced crew may have made the difference, and an inferior boat could have still been victorious. Likewise if the objective had truly been the enjoyment and pleasure of sailing as described in the case, the project would have been a success.

6. Had this same project analysis been performed on another boat in the Sydney to Hobart, how might it have pointed out any deficiencies in the project process?

a. By benchmarking versus the Assassin project process, possible deficiencies in the process could be identified. For example, the funding differences or the lack of a "well-connected" project leader could have been a disadvantage of the less successful boat. Likewise, the amount of time spent on various aspects of the project could also be compared.

5. The case mentions the importance of meeting the requirements of five different certifications along with careful lobbying in order to enable entry of the yacht into the races. All projects face these kinds of challenges. Review the literature to develop your own model for dealing with these issues.

a. These strategic issues need to be identified, assessed, and analyzed, and action should be taken in order to successfully deal with them. This is discussed by Cleland in Project Management: Strategic Design and Implementation, in the section on managing strategic project management issues. The use of such a cycle, assuring compliance to regulations and restrictions, for managing these strategic issues allows for the success of a project in the face of project restrictions and requirements.

Additional Discussion Points:

The case states: "Many project managers tackle their task without conscious reference to the various project management frameworks developed by theorists. This project was carried out by a project initiator with many years experience and a reputation in leading projects in the corporate and financial field. Application of a rigorous and systematic process to a project outside his normal field of activity was both instinctive and a major reason for the initiation of the project." Given this, have the students discuss the balance between managing by intuition and a project management framework.

Kodak's New Focus

Mark Maremont

Business Week, January 30, 1995, pp. 62–68

Synopsis

This case describes the strategic management change at Kodak and the subsequent changes in the company. The new CEO, George Fisher, wanted to make many changes at Kodak to keep the company competitive and powerful. These changes included: moving into new markets, selling off some businesses, developing new products, and changing the corporate culture. The case describes the project of making these changes and the challenges involved. It also describes management and the management of large projects from a corporate perspective.

Learning Objectives

Through the study of this case and the discussion questions, students should gain a better understanding of:

• the importance of recognizing a corporation's culture

• the challenges of a change in leadership

• the importance of a mission and clear vision when taking on a project

• the differences in management style

• the strategic management of an enterprise.

Discussion Questions and Possible Answers

1. Since George Fisher was named as the new CEO of Kodak in 1993, many changes have taken place. Is there any resemblance between a new administration taking over a company and the undertaking of a new project?

a. PMBOK Guide's description of a project is: "A temporary undertaking to create a unique product or service." From this perspective, a new administration with new goals and with the desire of transforming a company is undertaking the project of trying to create a new organization. Thus, the transformation of a company by new leadership could in fact be considered a project.

2. Many symptoms of poor management can be identified from the case including large debt, slow decision-making, multiple reorganizations, avoidance of risk taking, disjointed efforts, etc. However, what was the real problem Kodak was facing before 1993?

a. Projects are the building blocks of the future of a company. Kodak had compromised itself with a wide range of business interests. They were not capturing the market for several of their research projects, due mainly to their lack of marketing orientation.

(Continues...)

Excerpted from Project Management Casebook: Instructors Manual by David I. Cleland, Karen M. Bursic, Richard Puerzer, A. Yaroslav Vlasak. Copyright � 1998 Project Management Institute. Excerpted by permission of Project Management Institute, Inc..
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
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