Case Study: Characteristics of a Project Control System
Stoneworth Paving Company specializes in highway paving jobs for state of Virginia. When the State first awarded Stoneworth the contract, they stipulated a 1% penalty for each week Stoneworth was late on a completion date. Preston Flintrock, the project coordinator for Stoneworth, began to notice that the last two jobs were three weeks late, and the paving job that was due to be completed in the next two weeks was behind schedule. When Preston went in the field to investigate, he found the job to be understaffed, supplier delays, and a high work rejection/repaving needed. As a result, Preston decided to establish a better system of project control and present it to the boss.
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a. If you were Preston, what characteristics would you look for in a new control system? Explain
A project's control mechanism should be in harmony with both the project itself and the overarching goals of the organization. Given this perspective, if I were in Preston's position, my primary focus would be on aligning the control system with the project's objectives. Moreover, these control systems need to be adaptable to the project's strategy, offering flexibility to accommodate modifications in essential project aspects such as schedule and expenses. Each implemented control system should possess clarity and objectivity, avoiding unnecessary complexity that could lead to frustration and bewilderment. It is imperative for the project's control system to be grounded in realism, ensuring that the allocated resources are practical and advantageous for the system. Furthermore, these systems should provide clear guidance and operational functionality. In the event of identifying deviations, the control systems should offer both mitigation strategies and corrective actions. A robust control system must effectively monitor changes affecting key project elements, including shifts in cost, schedule, and technical deliverables.
b. Will a new control system be adequate for the problem? Explain
Implementing a fresh control system holds the potential to effectively monitor and manage project advancement while evaluating performance. However, while this holds significance, it alone may not suffice to rectify existing project challenges within the organization. Addressing the current project issues demands a comprehensive approach that encompasses procurement management and improved stakeholder communication. For instance, Stoneworth Paving Company should actively collaborate with suppliers to identify and resolve supply-related issues. Additionally, a robust quality control mechanism becomes imperative to prevent the necessity of repaving previously completed sections. The evident high rate of rejections noticeably hampers the overall project's forward momentum.
In this thought-provoking response, the author's perspective is skillfully backed by an extensive body of comprehensive research and readily available information, offering a well-informed and compelling exploration of the subject matter.
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