Managing Projects

Question 1

Why should we pay more attention to SC projects?

Answer 1

Projectification of most organisations + their supply networks

Many supply chain projects appear to fail due to:

• Changed specifications (quality)
• Severe delays (time)
• Over budget (cost)
• Major disputes between stakeholders

Question 2

What are some examples of SC project failure?

Answer 2

Walmart - used RFID in 2003 but only 600 suppliers used it to ‘some degree’, the rest 60,000, not at all

Brazil - original estimate $2.05 bn and final cost $4.24bn

Question 3

What is the common theme in supply chain project failure?

Answer 3

Large gap between final results and what was planned.

Quality lower, project delivered later and cost overrunning

Lack of understanding of project management and differentiation between projects

Failure to identify and manage supply chain project stakeholders

Question 4

How does the innate nature of supply chain projects cause failure?

Answer 4

• Temporary organisation
• Dedicated to completing on specific goal
• Outcome is unique, one-off or highly customised
• Based on many non-routine and complex tasks

Question 5

How does the lack of differentiation in management of supply chain projects cause failure?

Answer 5

Projects are high variety and low volume as opposed to continuous projection which is high volume, low variety

Need specialist management and contingency mangement

Question 6

What is the diamond model in terms of contingency in project management?

Answer 6

4 axis - technology, complexity, novelty and pace

Simple projects are regular paced, assembly only, low technology, derivative products

Complex projects = super high tech, breakthrough, short time frame = large diamond

Question 7

How can poor stakeholder management cause failure?

Answer 7

Failure to identify the key stakeholders and their needs.

To prevent stakeholders from hindering the project, need to understand their interest, motivation, best way of communicating the information they want to hear, what their opinion is, who influences their opinion, what will win them around

Question 8

What is Fauvet’s theory of socio-dynamics on the synergy/antagonism matrix?

Answer 8

Zealots - project leaders, won’t compromise

Golden triangles - slight antagonism, beneficial critical perspective

Waverers - time wasters, ditherers, their doubts reflect passive majority whom they influence

Passives - disliked by zealots, don’t care, discouraging

Moaners - sarcastic, attend all meetings, no pleasing, early warning for true opponents

Opponents - can’t convince them, must defeat them

Mutineers - psychopathic, negative, do not play by the rules

Schismatics - challenging, negative, rare, e.g politicians, likely to change their mind

Question 9

What is consultation in terms of stakeholder management?

Answer 9

• Two-way: not just information provision
• Valuable insights and experiences
• Improving legitimacy and buy-in
• Some groups act as a bridge between the key decision makers and citizens
• Supports relationships

Question 10

What does the consultation criteria consist of?

Answer 10

• When to consult: need to be scope to influence the outcome
• Duration - at least 12 weeks
• Clarity
• Accessibility
• Keep the burden to a minimum
• Responsiveness - analyse responses carefully
• Seek guidance on how