Essays on Pointp Millennium Valve Project Case Study

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The paper "Pointp Millennium Valve Project" is a great example of a management case study.   Without a doubt, as evidenced in Millennium Valve Project, a project is a multifaceted, one-time, non-routine effort restrained by budget, time, resources and design of performance specifications so as to meet the needs of the customers. Basically, project management is a cluster of knowledge, techniques, and tools that, when utilised, assists in achieving three key controls of time, cost, and scope. This case analysis focuses on Millennium Valve Project, whose project sponsor was Pointp Products.

Pointp produces valves that are attached to industrial tanks to control water levels, especially in the construction industry. However, its desire to move into the replacement market by introducing Millennium Valve due to a number of factors such as poor planning, poor cost estimation, lack of patience among others, and will be discussed in details in the report. Specifically, the report seeks to identify the factors that contributed to Pointp’ s Millennium Valve Project failure to achieve the Valve they desired and provides recommendations for how this project should have been carried out from the onset. 2.0 Discussions of the Major Issues / Problems Factors that could have led to the failure of the Millennium Valve Project includes; poor planning, poor cost estimation; poor leadership; and lack of patience.

As a major project, the Millennium Valve Project turned out to be more and more multifaceted. The problems of determining the nature of project success for various stakeholders is crucially important if things like delays as well as conflicts of interest are reduced (Nicholas & Steyn, 2012; Rae & Eden, 2002). Pointp had sent Request for Proposal (RFP) to four companies, but disregarded others and selected Indubest Inc. , simply because it offered the lowest bid as compared to the other three; in this case, it desired to achieve more with less money.

Indubest was not competent enough to handle this project, because it did not have prior knowledge of this type of project. According to Attarzadeh and Ow (2008), projects fail mostly due to inability to estimate and plan appropriately, or failure in tasks implementation in line with the plan or failure attributed to the human factor, and this is the case in Millennium Valve Project.

Based on estimation and planning factor, Attarzadeh and Ow (2008) posit that this factor connotes the initial schedule and cost estimates are exceedingly changed or remain constant when information about the project progress becomes available. 2.1 Poor Planning and Lack of Patience In Millennium Valve Project, Indubest proposal was reviewed by Joe Blog, and later divided the project into small work packages as well as stages and also a Gantt chart was prepared. Blog review results indicated that Indubest‘ s proposal had gone astray, since a number of important steps and processes were missing, in addition to the fact that the cost of the project was considerably underestimated.

This resulted in the writing of the proposal together with the cost estimate and schedule, and this reoccurred numerous times. Furthermore, there were frustrations from both sides, especially by engineers at Indubest who were exasperated at the continuous harping by Pointp for functional superiority, but at low cost.

References

Attarzadeh, m., & Ow, S. H. (2008). Project Management Practices: The Criteria for Succ ess or Failure. Communications of the IBIMA, 1, 234-241.

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Karlsen, J. T., Gottschalk, P., & Andersen, E. S. (2002). Information Technology Management Roles: A Comparison of IT Executives and IT Project Managers. Proceedings of the 35th Hawaii International Conference on System Sciences, (pp. 1-8). Honolulu, Hawaii.

Nicholas, J. M., & Steyn, H. (2012). Project Management for Engineering, Business, and Technology (4th ed.). Abingdon, Oxon: Elsevier.

Nixon, P., Harrington, M., & Parker, D. (2012). Leadership performance is significant to project success or failure: a critical analysis. International Journal of Productivity and Performance Management, 61(2), 204 - 216.

Rad, P. F. (2001). cost and time estimating skills are regularly reliant on experience. London: Do Sustainability.

Rae, T., & Eden, C. (2002). On Project Success and Failure in Major Engineering Projects. Glasgow: University of Strathclyde.

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Simms, J. (2007, August 7). Why Projects Fail: Part 8, Poor Estimating. Retrieved from CIO: http://www.cio.com.au/article/190288/why_projects_fail_part_8_poor_estimating/

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