Xấu số Trophy Dự án gặp khó khăn ngay từ đầu. Reichart, người đã được một người quản lý trợ lý dự án, đã được tham gia dự án từ lúc thụ thai của nó. Khi dự án Trophy được chấp nhận bởi công ty, Reichart được chỉ định làm người quản lý dự án. Các lịch trình chương trình bắt đầu trượt từ một ngày, và chi phí là quá nhiều. | Case 13 The Trophy Project The ill-fated Trophy Project as in trouble right from the start. Reichart who had been an assistant project manager was involved with the project from its conception. When the Trophy Project was accepted by the company Reichart was assigned as the project manager. The program schedules started to slip from day one and expenditures were excessive. Reichart found that the functional managers were charging direct labor time to his project but working on their own pet projects. When Reichart complained of this he was told not to meddle in the functional manager s allocation of resources and budgeted expenditures. After approximately six months Reichart was requested to make a progress report directly to corporate and division staffs. Reichart took this opportunity to bare his soul. The report substantiated that the project was forecasted to be one complete year behind schedule. Reichart s staff as supplied by the line managers was inadequate to stay at the required pace let alone make up any time that had already been lost. The estimated cost at completion at this interval showed a cost overrun of at least 20 percent. This was Reichart s first opportunity to tell his story to people who were in a position to correct the situation. The result of Reichart s frank candid evaluation of the Trophy Project was very predictable. Nonbelievers finally saw the light and the line managers realized that they had a role to play in the completion of the project. Most of the problems were now out in the open and could be corrected by providing adequate staffing and resources. Corporate staff ordered immediate remedial action and staff support to provide Reichart a chance to bail out his program. Reprinted from H. Kerzner Project Management A Systems Approach to Planning Scheduling and Controlling 6th ed. New York John Wiley 1998 pp. 298-300. 209 210 THE TROPHY PROJECT The results were not at all what Reichart had expected. .
