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Woody 2000 Project

I am having difficulty answering these questions.

a. How was startup managed on the Woody project? How should it have been managed?

b. The Woody 2000 project was evidently not well run. Why? Give reasons for your opinion.

c. Develop a list of "Key Success Indicators" that could and should have been measured on completion. Rank them in order of priority for this project.

Solution Preview

a. How was startup managed on the Woody project? How should it have been managed?

Please think in the following direction. The startup on the Woody project was undertaken because Mr. Bruce Sharpe persuaded the executive management that there was a need for expansion because of the possibilities of increased sales. In reality the executive management should have independently obtained a long term forecast for sales before embarking on the Woody project. Simple discussions led to the decision of increasing the capacity by 25 percent. There should have been independent estimates of the need for increase in capacity before the decision was taken. During the startup it was decided that the maximum price would be $17 million dollars and the time required would be 18 months but these decisions were not taken on evaluation of the actual cost of project or the actual time required for completing the project. During the startup inputs were not received from the production staff during the planning phase. To make the project successful, input should have been received from the production staff during the planning phase of the project. Quotations were received only from Expert Industrial Development. To make the project successful, quotations should ...

Solution Summary

The answer to this problem explains the management of a startup business. Three references related to the answer are also included.

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