SECTION A [40 MARKS]
Read the case study below and answer ALL the questions that follow.
A TALE OF TWO PROJECTS
Author: Robert Howard
A business tale of what it takes to turn around troubled projects. The year is 2015 and times are good. The business
environment is vibrant and the economy is strong. Large businesses are committing large amounts of capital and
resources to implement new strategies, establish new capabilities, and open new markets. It was no different at PintCo,
where Jack works as a Director of Customer Relationship Management.
Jack walked into work on Monday morning like any other. He dropped his briefcase in his office, grabbed a cup of coffee
and headed down the hall to meet with his boss, Brandon, about one of the company's troubled projects. Although Jack
had substantial experience, he had only recently joined PintCo after being hired away from a chief competitor. He was
still learning about some of the nuances of his current employer.
After the typical morning banter, Brandon and Jack got to the topic at hand. “Jack, I'll get straight to the point. I need to
you to take over the Customer Master File project from Paul”, Brandon said. He continued, “We hired you because of your
significant project management expertise. I know that you've turned around a lot more difficult situations than this”. Over
an hour later, Jack emerged from Brandon's office and set out to learn more about the challenge that Brandon had posed
to him.
Jack was an experienced business leader and project manager. He had seen more than his fair share of ugly projects;
some he turned around while others had spun hopelessly out of control. He would be able to tell very quickly how this one
would go based on the makeup and culture of the project team.
Trouble Waters
Over the course of the next few weeks, Jack took over the Customer Master File project, met with key project team
members, and conducted dozens of interviews with key stakeholders. It was only a few weeks since Brandon had handed
the keys to him for this troubled project, and now Jack was back in Brandon's office to give a rather stark update on the
situation.
“Brandon, I've talked to the project team and to key stakeholders, and I know why this project is in trouble”, Jack started. “If
you truly want me to turn this project around, I'll need your support to make some critical changes.” Brandon, a 20-year
veteran at PintCo, knew what was coming. He had seen too many projects start, flounder, and then fail at the company.
He didn't want to hear that another project was on the brink of failure, but he asked anyway, “What did you find out, Jack,
and what can I do to help?”
Jack drew a deep breath and began to explain his findings. “Brandon, as you know this project has been in flight for nearly
six months now and it is already behind schedule and over budget”. Jack went on, “In talking to the project team and other
stakeholders, I don't see the situation getting better without making some pretty significant changes.”
Jack's experience helped him to quickly identify a number of critical issues with the project, which he carefully outlined for
Brandon:
The scope of the project is not well defined,
The IT architects are sitting in their ivory towers and disagree with the project's direction,
The project team is not functioning as a team,
There is a lack of clear executive sponsorship, and
Steve from Marketing is trying to manipulate this project for his own political gain.
“I'm not going to sugar coat this for you Brandon”, Jack explained. “I've seen this situation far too often in my career, and
if we don't change the situation this project will fail in glorious fashion.”
1
DD
, Foundations for Success
Brandon knew that what Jack said was true, and he also knew that changing the situation would be difficult, painful, and
potentially costly. He reluctantly agreed with Jack, and together they laid out several key changes.
“Thanks for working with me on this Brandon”, Jack said. “Just to confirm, let me summarise the changes that we agreed
to implement: First, we're going to stop the current project and recreate a clear and well-defined scope and get consensus
buy-in on the new scope. Second, we're going to end the architectural holy wars by assigning key IT architects to the
project on a full time basis. Third, we're going to co-locate the team and assign members to a full-time basis on the
project. No more part-time participation. Fourth, Brandon, you agree to be much more visible and an active participant to
drive key decisions for the project, and finally, Brandon - you are going to have a heart-to-heart with Steve and if necessary
his boss - to eliminate any political agendas that could derail the project.”
Brandon and Jack both agreed with the plan. Jack knew that some of these changes would be unpopular, but without
them the project would be doomed. He left Brandon's office with a sense of relief and apprehension. There was still a lot
of hard work and heavy lifting yet to be done…
Celebrations
Six months later, Jack ran into Brandon in the break room as they both were angling for their morning coffee refill. “Jack!”,
Brandon shouted while patting Jack on the back. “Congratulations on getting the Customer Master File project into pilot.
By all accounts, it has been a resounding success!” Brandon crowed.
“Thank you”, Jack smiled and answered, “but you know it was pretty touch and go after we met in your office to plan the
project turnaround. There were a lot of unhappy campers and several of them didn't like the idea of being assigned 100%
to the project if you recall. But we quickly converted them - and now I see a project team that is hitting on all
cylinders”, Jack added. “In fact, Sharon told me she was ready to quit six months ago - and now she's happier than ever
and up for promotion.” Jack explained.
“I love it when a plan comes together”, Jack said proudly as he turned to walk away and take on his next big project.
Source: https://www.projectsmart.co.uk/a-tale-of-two-projects.php
QUESTION 1 (40 Marks)
A loose scope is potential for dragging a project astray. Critically discuss, with reference to the case study:
1.1 the reasons for defining the scope of the project (20 marks)
Answer 1.1 Theory (7)
Scope management is an essential part of project management as it ensures that resources are only used to complete the baselined
scope of work for the project. Most importantly, it prevents the use of resources to execute scope which is outside the baselined
scope of work. Only scope of work that has been approved through the project change management process can added to baselined
scope of work for the project. The baselined scope of work then will be revised to include the additional scope of work.
Project Management Institute (2017:129) details the Project Scope management processes:
2
DD
, – the process of creating a scope management plan that documents how the
project and product scope will be defined, validated and controlled
—The process of determining, documenting, and managing stakeholder needs and
requirements to meet project objectives
—The process of developing a detailed description of the project and product
ate WBS—The process of subdividing project deliverables and project work into smaller, more
manageable components
—The process of formalising acceptance of the completed project deliverables
—The process of monitoring the status of the project and product scope and managing
changes to the scope baseline
Project scope is the amount of work that must be done to achieve the objectives of the project. The scope
therefore defines the time required and cost associated with the project hence defining the project triple
constraint. If there is any changes to the scope, then the associated project schedule and cost may be also
change. If this change is not managed properly, through proper change management processes, then the
project objectives may not be achieved. The change management process provides the project with a toll to
ensure that any scope change and all its associated implications are approved by the project owners before
they are implemented.
Scope statement to confirm if the document includes the following:
Context
Defining the project scope is crucial for several reasons:
1. Clarity and Focus: Clearly defining the scope helps everyone involved understand what needs to be
accomplished. It sets boundaries and ensures that the project team and stakeholders have a clear
understanding of what is included in the project and what is not. This clarity helps to keep the project
focused and prevents scope creep, which occurs when additional work is added to the project without
corresponding increases in time, budget, or resources.
2. Effective Communication: A well-defined scope provides a basis for effective communication among
project stakeholders. When everyone has a shared understanding of the project's objectives,
deliverables, and constraints, communication becomes more efficient, reducing misunderstandings and
conflicts.
3. Resource Allocation: By defining the scope upfront, project managers can accurately estimate the
resources (such as budget, time, and personnel) required to complete the project. This enables better
resource allocation and ensures that the necessary resources are available when needed.
4. Risk Management: Understanding the project scope helps identify potential risks and uncertainties
early in the project lifecycle. By knowing what is included in the scope, project managers can assess
potential risks more accurately and develop strategies to mitigate them.
5. Control and Monitoring: A well-defined project scope provides a baseline against which project
progress can be measured. It allows project managers to track performance, monitor deviations from
the plan, and take corrective actions as needed to keep the project on track.
6. Customer Satisfaction: Clearly defining the project scope helps manage stakeholder expectations and
increases the likelihood of delivering a product or service that meets their needs and requirements.
This, in turn, enhances customer satisfaction and builds trust and credibility for future projects.
3
DD
Read the case study below and answer ALL the questions that follow.
A TALE OF TWO PROJECTS
Author: Robert Howard
A business tale of what it takes to turn around troubled projects. The year is 2015 and times are good. The business
environment is vibrant and the economy is strong. Large businesses are committing large amounts of capital and
resources to implement new strategies, establish new capabilities, and open new markets. It was no different at PintCo,
where Jack works as a Director of Customer Relationship Management.
Jack walked into work on Monday morning like any other. He dropped his briefcase in his office, grabbed a cup of coffee
and headed down the hall to meet with his boss, Brandon, about one of the company's troubled projects. Although Jack
had substantial experience, he had only recently joined PintCo after being hired away from a chief competitor. He was
still learning about some of the nuances of his current employer.
After the typical morning banter, Brandon and Jack got to the topic at hand. “Jack, I'll get straight to the point. I need to
you to take over the Customer Master File project from Paul”, Brandon said. He continued, “We hired you because of your
significant project management expertise. I know that you've turned around a lot more difficult situations than this”. Over
an hour later, Jack emerged from Brandon's office and set out to learn more about the challenge that Brandon had posed
to him.
Jack was an experienced business leader and project manager. He had seen more than his fair share of ugly projects;
some he turned around while others had spun hopelessly out of control. He would be able to tell very quickly how this one
would go based on the makeup and culture of the project team.
Trouble Waters
Over the course of the next few weeks, Jack took over the Customer Master File project, met with key project team
members, and conducted dozens of interviews with key stakeholders. It was only a few weeks since Brandon had handed
the keys to him for this troubled project, and now Jack was back in Brandon's office to give a rather stark update on the
situation.
“Brandon, I've talked to the project team and to key stakeholders, and I know why this project is in trouble”, Jack started. “If
you truly want me to turn this project around, I'll need your support to make some critical changes.” Brandon, a 20-year
veteran at PintCo, knew what was coming. He had seen too many projects start, flounder, and then fail at the company.
He didn't want to hear that another project was on the brink of failure, but he asked anyway, “What did you find out, Jack,
and what can I do to help?”
Jack drew a deep breath and began to explain his findings. “Brandon, as you know this project has been in flight for nearly
six months now and it is already behind schedule and over budget”. Jack went on, “In talking to the project team and other
stakeholders, I don't see the situation getting better without making some pretty significant changes.”
Jack's experience helped him to quickly identify a number of critical issues with the project, which he carefully outlined for
Brandon:
The scope of the project is not well defined,
The IT architects are sitting in their ivory towers and disagree with the project's direction,
The project team is not functioning as a team,
There is a lack of clear executive sponsorship, and
Steve from Marketing is trying to manipulate this project for his own political gain.
“I'm not going to sugar coat this for you Brandon”, Jack explained. “I've seen this situation far too often in my career, and
if we don't change the situation this project will fail in glorious fashion.”
1
DD
, Foundations for Success
Brandon knew that what Jack said was true, and he also knew that changing the situation would be difficult, painful, and
potentially costly. He reluctantly agreed with Jack, and together they laid out several key changes.
“Thanks for working with me on this Brandon”, Jack said. “Just to confirm, let me summarise the changes that we agreed
to implement: First, we're going to stop the current project and recreate a clear and well-defined scope and get consensus
buy-in on the new scope. Second, we're going to end the architectural holy wars by assigning key IT architects to the
project on a full time basis. Third, we're going to co-locate the team and assign members to a full-time basis on the
project. No more part-time participation. Fourth, Brandon, you agree to be much more visible and an active participant to
drive key decisions for the project, and finally, Brandon - you are going to have a heart-to-heart with Steve and if necessary
his boss - to eliminate any political agendas that could derail the project.”
Brandon and Jack both agreed with the plan. Jack knew that some of these changes would be unpopular, but without
them the project would be doomed. He left Brandon's office with a sense of relief and apprehension. There was still a lot
of hard work and heavy lifting yet to be done…
Celebrations
Six months later, Jack ran into Brandon in the break room as they both were angling for their morning coffee refill. “Jack!”,
Brandon shouted while patting Jack on the back. “Congratulations on getting the Customer Master File project into pilot.
By all accounts, it has been a resounding success!” Brandon crowed.
“Thank you”, Jack smiled and answered, “but you know it was pretty touch and go after we met in your office to plan the
project turnaround. There were a lot of unhappy campers and several of them didn't like the idea of being assigned 100%
to the project if you recall. But we quickly converted them - and now I see a project team that is hitting on all
cylinders”, Jack added. “In fact, Sharon told me she was ready to quit six months ago - and now she's happier than ever
and up for promotion.” Jack explained.
“I love it when a plan comes together”, Jack said proudly as he turned to walk away and take on his next big project.
Source: https://www.projectsmart.co.uk/a-tale-of-two-projects.php
QUESTION 1 (40 Marks)
A loose scope is potential for dragging a project astray. Critically discuss, with reference to the case study:
1.1 the reasons for defining the scope of the project (20 marks)
Answer 1.1 Theory (7)
Scope management is an essential part of project management as it ensures that resources are only used to complete the baselined
scope of work for the project. Most importantly, it prevents the use of resources to execute scope which is outside the baselined
scope of work. Only scope of work that has been approved through the project change management process can added to baselined
scope of work for the project. The baselined scope of work then will be revised to include the additional scope of work.
Project Management Institute (2017:129) details the Project Scope management processes:
2
DD
, – the process of creating a scope management plan that documents how the
project and product scope will be defined, validated and controlled
—The process of determining, documenting, and managing stakeholder needs and
requirements to meet project objectives
—The process of developing a detailed description of the project and product
ate WBS—The process of subdividing project deliverables and project work into smaller, more
manageable components
—The process of formalising acceptance of the completed project deliverables
—The process of monitoring the status of the project and product scope and managing
changes to the scope baseline
Project scope is the amount of work that must be done to achieve the objectives of the project. The scope
therefore defines the time required and cost associated with the project hence defining the project triple
constraint. If there is any changes to the scope, then the associated project schedule and cost may be also
change. If this change is not managed properly, through proper change management processes, then the
project objectives may not be achieved. The change management process provides the project with a toll to
ensure that any scope change and all its associated implications are approved by the project owners before
they are implemented.
Scope statement to confirm if the document includes the following:
Context
Defining the project scope is crucial for several reasons:
1. Clarity and Focus: Clearly defining the scope helps everyone involved understand what needs to be
accomplished. It sets boundaries and ensures that the project team and stakeholders have a clear
understanding of what is included in the project and what is not. This clarity helps to keep the project
focused and prevents scope creep, which occurs when additional work is added to the project without
corresponding increases in time, budget, or resources.
2. Effective Communication: A well-defined scope provides a basis for effective communication among
project stakeholders. When everyone has a shared understanding of the project's objectives,
deliverables, and constraints, communication becomes more efficient, reducing misunderstandings and
conflicts.
3. Resource Allocation: By defining the scope upfront, project managers can accurately estimate the
resources (such as budget, time, and personnel) required to complete the project. This enables better
resource allocation and ensures that the necessary resources are available when needed.
4. Risk Management: Understanding the project scope helps identify potential risks and uncertainties
early in the project lifecycle. By knowing what is included in the scope, project managers can assess
potential risks more accurately and develop strategies to mitigate them.
5. Control and Monitoring: A well-defined project scope provides a baseline against which project
progress can be measured. It allows project managers to track performance, monitor deviations from
the plan, and take corrective actions as needed to keep the project on track.
6. Customer Satisfaction: Clearly defining the project scope helps manage stakeholder expectations and
increases the likelihood of delivering a product or service that meets their needs and requirements.
This, in turn, enhances customer satisfaction and builds trust and credibility for future projects.
3
DD
