Blue Spider Project
CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT
INDIVIDUAL EXAMINATION FOR
MODULE M1: Project Management: Leading, Creating, Implementing and Improving
CASE: The Blue Spider Project
I hereby declare that this assignment is entirely my own work, and that it has not previously been submitted to any other Higher Education Institution. I also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by me, this has also been indicated.
………………………………….. Signed
………………………………….. Delareze Joubert
………………………………….. Date
Table of Contents 1 Executive Summary 3 2 Introduction 4 3 SWOT Analysis on the Blue Spider Project (Current Situation) 5 4 Problems Identified through SWOT Analysis 10 4.1 Lack of Leadership skills for both Henry Gable and Gary Anderson 10 4.2 Lack of Communication Skills 11 4.3 Lack of Delegation Skills 12 4.4 Lack of team effectiveness 13 4.5 The following functions are furthermore also not carried out (Gido): 15 5 The Balanced Score Card 16 5.1 The Balanced Score Card factors as follows (http://www.businessballs.com/balanced_scorecard.htm) 16 6 Recommendation 18 6.1 Remedying of the current situation 19 6.2 STRATEGIC PLANNING 19 7 Conclusion 23 8 Bibliography 24
Executive Summary
The SWOT analysis conducted on the current situation at Parks Corporation, in terms of the Blue Spider Project, revealed that there exist a lack of leadership skills, a lack of internal processes, lack of delegation skills, lack of communication skills and a lack of team effectiveness.
The main causes identified for these problems were a lack in leading, creating, implementing and improving functions. The result of these issues was that the current matrix function is dysfunctional and the value system seems inefficient. Poor communication and a lack in customer driven perspective were
INDIVIDUAL EXAMINATION FOR
MODULE M1: Project Management: Leading, Creating, Implementing and Improving
CASE: The Blue Spider Project
I hereby declare that this assignment is entirely my own work, and that it has not previously been submitted to any other Higher Education Institution. I also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by me, this has also been indicated.
………………………………….. Signed
………………………………….. Delareze Joubert
………………………………….. Date
Table of Contents 1 Executive Summary 3 2 Introduction 4 3 SWOT Analysis on the Blue Spider Project (Current Situation) 5 4 Problems Identified through SWOT Analysis 10 4.1 Lack of Leadership skills for both Henry Gable and Gary Anderson 10 4.2 Lack of Communication Skills 11 4.3 Lack of Delegation Skills 12 4.4 Lack of team effectiveness 13 4.5 The following functions are furthermore also not carried out (Gido): 15 5 The Balanced Score Card 16 5.1 The Balanced Score Card factors as follows (http://www.businessballs.com/balanced_scorecard.htm) 16 6 Recommendation 18 6.1 Remedying of the current situation 19 6.2 STRATEGIC PLANNING 19 7 Conclusion 23 8 Bibliography 24
Executive Summary
The SWOT analysis conducted on the current situation at Parks Corporation, in terms of the Blue Spider Project, revealed that there exist a lack of leadership skills, a lack of internal processes, lack of delegation skills, lack of communication skills and a lack of team effectiveness.
The main causes identified for these problems were a lack in leading, creating, implementing and improving functions. The result of these issues was that the current matrix function is dysfunctional and the value system seems inefficient. Poor communication and a lack in customer driven perspective were
Bibliography: Effective Stakeholder Management.Course Material.Continuing education at the University of Pretoria. Gido, Clements &. Effective Project Management, International Edition. In C. &. Gido. http://www.businessballs.com/balanced_scorecard.htm. (n.d.). Kuprenas*, J. A. (n.d.). http://www.cin.ufpe.br/~gmp/docs/papers/Implementation%20and%20performance%20of%20a%20matrix%20organization%20structure.pdf. Professor PG Steyn (Steyn). Project Management: Leading Creating, Implementing and Improving (M1). -------------------------------------------- [ 1 ]. The fact that roles and responsibilities are at this stage not clearly defined can result in individuals feeling mislead when the roles are clearly defined and implemented and possibly not to the expectation of certain individuals. The situation of more internal conflict can arise and possibly loss of key staff. [ 2 ]. It seems that proper guidelines regarding authority were not implemented when the organization formed a matrix structure or if these guidelines were formed they are not brought under the attention of new staff and should be revisited on a regular basis when staff joins the organization.