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Project Management Case Study – Max Wideman’s Custom Woodworking Case Study – Part 2

July 2, 2010

Before proceeding, you should read Project Management Case Study – Max Wideman’s Custom Woodworking Case Study – Part 1

We left off reviewing the introduction and background of Max Wideman’s Case.  Today we are going to look at more pieces of the puzzle.  We will start with the corporate profile.  The corporate profile gives us an important financial snapshot of the company and a list of the directors and key personnel.  Every project has a financial component to it.  As Project Managers, we must understand the financials of the organizations in which we work.

The next slide, outlines the other key players in this scenario.  These two slides identify many of the stakeholders in this project.

On the next slide,  we have a description of the opportunity.  The opportunity discussion among the key stakeholders was heated, with many strong opinions.  This is always a red flag for me.  As I move forward managing the project, I want to understand everyone’s viewpoint and how their opinions will figure into the final solution.  Beware the stakeholder(s) who was/were forced to agree to the solution.  They can be problematic going forward.

Next we look at proposed project concept.  Notice that I call it the “proposed” project concept.  Frequently, Project Managers are brought in to a project after the project concept has been developed and approved.  Many times that “proposed” project concept is not the best solution to the problem.  At this point, I am in listening mode.  I review and analyze the proposed solution without making judgment, although I am looking to see how good a fit the proposed solution is to the actual problem.  At this point the stakeholders are very excited and believe they have the right solution, so verbalizing concerns may be counterproductive.  I often find that the problem has not been clearly identified nor has the business case been made for the project.

As I am moving through the case study, as in a real project, I am moving back and forth through the information and my notes, comparing what I know with what I still need to learn.  Projects may appear linear on paper, in reality they are not.  These processes are iterative; you are constantly adding and refining the information.

Tune in for part 3!

Resources:

Project Management Case Study – Max Wideman’s Custom Woodworking Case Study – Part 1

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