MGT201A: A Case Study of Successful Project Management in Two Indigenous Communities

Project Management Case Study

Case Scenario/ Task

This case study can be found at the link above. The assignment requires you to read this case report and search it for two items:

(1) The positives in this project (what went well) (2) The setbacks in this project (challenges and setbacks)

You are not required to make any recommendations for improvement. Rather, you are reading the report to simply identify, list and discuss the positives and setbacks. Two (2) positives and two (2) setbacks are to be identified and detailed. Each positive or setback is detailed in 2 paragraphs where you identify the issue, why you think it went right (or wrong) and use references from the literature that discuss this weakness or strength in projects (at least 2 unique sources per topic). For example, if you identify that the budget for this project was exceeded, you will identify the cost overrun and cite references that discuss cost overruns being a common problem in projects. Some positives and setbacks are clear as they are explicitly mentioned, while others may be implied and will need you to read into the case report and make conclusions about those strengths or weaknesses.

Introduction

Main purpose of this case report was to demonstrate thorough reading and be able to clearly outline positives and negatives of the project. So as to fulfill this objective, two positives and two setbacks of the project have been identified and detailed. These have then been supported with the help of additional literature.

Positives of the Project

One of the biggest positives of the project was to introduce a private building company in the project, deciding on appropriate project duration and bringing in the required experience. These measures worked for the project as the private builder brought in the aspect of professionalism. Bringing a private builder in ensured that project trainees were able to gain practical industry skills which would be useful in the long run. It also ensured that trainees learnt being reliable and managing their time effectively. Further, three year project duration ensured that trainees got the necessary time to ensure that their skill base actually developed and matched industry standards. Experienced management also ensured that trainees worked under close supervision of individuals who were well versed with industry standards and were capable to lead a team of semi-skilled trainees in the right direction.

Literature presents sufficient evidence to the fact that professionalism is an extremely valued and sought after attribute in the industry. Reliability and respect for time is often equated to being industry ready and employable. Literature also points out to projects that had been taken with indigenous population and were not successful in generating long term employment (O'Faircheallaigh, 2013). Major reasons for the same could be seen in inability of these projects in making participants industry ready or setting up a long term vision (Ife, 2013). Construction projects taken with indigenous population are often 1-2 years in duration and do not allow enough time for skill development. Also, such projects are often community funded and allow workers to also serve as a community resource in addition to being a part of the project. This reduces their actual experience and their potential of gaining long term employment (Chambers, 2014).

Another major positive of the project was that it successfully created a community vision. Community members (who would actually be employed, development authority (responsible for funding) and the private building company (who will provide employment) created and shared a vision for the future. Each and every member knew what the strategy was and what it would entail. Participants knew that they would have to work professionally and willingly accepted the changed strategy. Their consent and awareness of the stakes involved made a huge difference to the success of the project.

Looking at literature for support, it becomes evident that consent and awareness are extremely important. Being aware of a strategy that is being implemented infuses readiness. It is common for projects (especially those taken with the indigenous populations) to not involve participants who would actually be employed (Ife, 2013). Strategies are often decided by development committees and Government authorities that are involved and then imposed on the participants. This in some cases makes participants revolt. Alternately participants do not completely understand the strategy and the manner in which it might affect them thereby reducing the rate of success drastically (Hanna & Vanclay, 2013).

Negatives of the Project

Despite the fact that the project was successful, there were a few setbacks. One of the major setbacks could be seen when a few trainees had to be laid off while others had to be moved to refurbished projects in the community during the time approvals were sought. This was a major setback as it might have served to lift off faith in the project. Additionally, participants lost valuable time in which they could have worked to strengthen their skills further.

Literature pertaining to construction projects provides evidence to the fact that temporary lay-offs are common in construction based projects (Plagányi et al, 2013). Construction projects often require approval from a variety of authorities including residential societies and traffic authority. These permissions often cause delay in projects thereby resulting in budget overruns (Phillips & Pittman, 2014). Under these circumstances, it is often necessary to save the project by lying off additional staff. Employees however are re-hired once permissions are obtained and the project can resume its previous pace (Chambers, 2014).

Another major setback to the project could be noticed when careful negotiation was required in order to ensure that issues between the building company and employees were not brought to the community meetings. This is being considered as a setback because the decision to bring in professional management was taken to ensure that employees were dealt with in a professional manner and could gain in insight into actual industry standards. This purpose was completely defeated. This also could have resulted in loss of faith in the employer and hatred towards the company.

Literature pertaining to projects on development of indigenous communities indicates that employers often tend to involve community in decision making. These employers however is government financed. There is very little evidence to support taking employee issues to the community by a private player (Plagányi et al, 2013).

Conclusion

Based on requirements of the case report, positives and negatives of the project were located. Biggest positives of the project could be sighted in bringing in a private industry player, devising a realistic timeline for the project and building a community vision. Negatives of the project however could be located in temporary layoffs and bringing employee issues into community meetings.