Question

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Read the following case study and answer the following question.

The Five star Hotel ELV (Extra Low Voltage) project was located in Bahrain and completed in 2011. The purpose of this project was to install, test, and commission the IT, communication infrastructure, and services for the hotel. The ELV project was part of a total program to deliver 11 sub system, including installation of data, voice, music, wireless and CCTV systems. The project stakeholders included the hotel owner, the consultant they had employed on their behalf and various civil, electrical and construction teams involved in implementing the ELV project.

This case study focuses on the Audio visual (AV)sub system, primarily installation of projectors and screens in the meeting rooms and conference facilities. Renosh Thomas as the vendor’s project manager was responsible for issuing the client with complete drawings detailing the projects electrical requirements. Renosh knew these drawings needed to be accurate as these would be handed over to the civil and construction teams for use when building the sites. The final phases of the ELV project required Renosh team to visit the sites, install, and test the electrical equipment.

At initiation and during the project planning phases, the AV requirements were issued and communicated via drawings between the consultant, appointed by the customer and Renosh electrical team. The product specifications were based on lessons learned and templates from a similar project implemented in Dubai. The project scope was determined via the bill of quantities, materials and tender documents.

Renosh received only electrical drawings for the sites and continued to plan the installation requirements based on these drawings, going by the assumption that they were correct, accurate and most recent. Throughout planning, the electrical team was not privy to any of the civil or construction drawings from other teams, and hence remainded completely unaware of structural changes being made on the original plans that they were still working on too.

During installation of the AV system, the team encountered a major problem- the projection was faulty. The projectors and screens were not aligning; images are cut off and unclear. Upon investigation it became apparent that certain structural changes had been added, drawings and calculations inaccurate.

The customers response to this communication oversight was to respond by sending Renosh a full collection of civil and construction drawings including all the latest revisions. Renosh spent considerable time reviewing the drawings to identify the relevant adjustments. This resulted in delays, rework and wasted time as he ploughed through drawings, many of which were excessive to his requirements.

The problem the installation team encountered was that ceilings had been elevated higher than the original design and this had been approved by the customer who failed to communicate the new changes and approvals to Renosh electrical team. Renosh revised and issued new electrical drawings to the customer that went through the approval process again.

The site had been handed over from civil and construction completed with decoration. However, this vital communication error resulted in the solution requiring reworking of parts of the site, such as opening the ceilings to access the electrical panels and make the new changes. This impacted the schedule by 8-10 days and reworked costs of opening, adjusting and redecorating the site.

Questions:

1. Who are the project management stakeholders? How would you design stakeholder management strategies to address their concerns?
2. What planning, monitoring and control actions could the project manager take to avoid the situation?
3. How would you redesign the communications management processes to minimize the problems experienced by project managers?

Answer 1

Who are the project management stakeholders? How would you design stakeholder management strategies to address their concerns?

The scope of the changes of the project impacted the stakeholders in that it made them to rework the project scope. The new changes forced Renosh Thomas, the vendor`s project manager, to make new drawings regarding the project and required the other stakeholders to approve the new project scope. This wasted time and resources, a factor that made the project to be delayed for a period of 8 to 10 days.

What planning, monitoring and control actions could the project manager take to avoid the situation?

The project manager could have avoided the situation by ensuring that he effectively planned for the project and ensure that the project scope reflected all the requirements. Similarly, the project manager could have monitored what others were doing in order to ensure that his project team members were on the right track as far as the project execution was concerned. Likewise, the project manager could have put in place project controls which could have helped him to gather data concerning the progress of the project.

How would you redesign the communications management processes to minimize the problems experienced by project managers?

The communication management process can be redesigned to be open so that all project team members and stakeholders can share information. The sharing of information will minimize occurrence of problems like those faced by Renosh.

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