Today GreenReach have won several major project

Current situation
Today GreenReach have won several major projects which include a partnership with a material
company supplying the Olympic games and a multi million contract for a new port development in
Vietnam. A new service been offered to GreenReach customers is ability is complete scope 3
emissions study for buildings. This means the raw materials can be tracked from source to the end
of building life, with 100% been recycled with net-zero emissions.
The GreenReach board are concerned on the ability to deliver these projects, as the offices that have
won the contracts have limited resource and not manage a large scale project before. Even more
shocking to the GreenReach board on visiting the New York office, nearly all of the projects were
over running in time and costs. One of the projects has been managed by a recent graduate who was
trying to use JIRA, but the customer was using Prince 2 project management methodologies.
Due to project demands and the lack of suitable resource several of the offices have started to
outsource small work packages to external consultancy companies. The cost of this outsourcing is
very high, in fact most of the time they lose money and the justification is they need the work
completed.
Each office manager has provided a report into the local operations, risks and future opportunities.
Office Project management
methodologies
Training Organization structure
Sydney(Head
office)
JIRA In-house Horizontal/flat org
structure.
New York No PM methodologies used External training
company
Matrix org structure
Paris Prince 2 No training provided Hybrid of horizontal
and matrix org
structure
London Internal PM process In-house Horizontal/flat org
structure.
Berlin JIRA & Prince 2 OnLine training platform No team structure,
management define
teams based on
project content
Hong Kong Customer define process Staff mange they own
training
Matrix org structure.
Iceland Developed they own PM
process
Internal trainer for the
complete office
Functional base org
structure
Dubai Follow the customer No formal training Core business team
defined, project team
defined based on
customer project.
Office manager report
One of the office managers who wishes to remain anonymous recently provided the following report.
“The staff in our office are very stressed and we had two member of staff leave due to the high work
loads. The local team are constantly trying to hire new staff, but due to the specialization type of
work it’s impossible to find exspreince members of staff with the right skill set. We have recently
started a graduate training program, but it will have minimum of two years for the first graduate can
start. As a short term solution we have outsourced work packages, but it’s been difficult to manage
the outsource company and the returned work is poor quality which we cannot use. The outsourced
company are frustrated due to the following work package is poorly defined, very short time to
delivery and the project content is constantly changing.
We have a brilliant project manager who has over thirty years of experience within the circular
economy and written an internal project management methodology. She recently published and
provided workshop on the future of green construction, all our customers really enjoy working with
her.
We can manage multiple projects, but lack the suitable resource. Oddly I was contact my another
office branch manager, who was asking for a job which was a bit of a surprise, but due to Covid the
office had lost several projects and was reducing the team size. I raised the ability to cross manage
the project with the management board, who rejected the idea due to the risk of different
organization team structure. I am hearing this office is now at risk of closing due to lack of project
work.
Our customer base is very varied and each uses a different type of project management methodology
process, some are just random and other want daily updates. One customer is very demanding and
is constantly calling for project management updates and face to face meetings, which is pulling our
team away from delivery the project.
One growing problem is risk management, the new trend for all consumers is compacted project
delivery a 24month project is now 18 months or even less. We are been asked by customers to be
more agile, but this does not fit with the team exspreince and our senior project management is
really worried this will affect the quality of the project. One particular project was the ability to
develop a building construction concept in under a month, which is impossible and would normally
take three months.
We get mixed direction from the head office, they keep asking for project KPI such as profit, resource
planning, future opportunities, current risk management plan, growth targets and host of other
KPI’s. We have no ideas what they want and why, there is no formal training and no one knows why
they need this information. A new OnLine reporting portal does not work and we still keep requests
for information. I know the board want to float the company on the stock market, but there is no
company roadmap and just want to change everything depending on the daily profit margin.”
Board management feedback
It’s clear from the survey feedback there is a major concern from the office managers any changes
would affect the business, impact profits and generate more work. But, there is a need for change
especially with manging projects and in some cases project management is ad hoc with little to no
formal processes.
Normally customer feedback is very positive and it’s common for projects to finish ahead of time,
but project completion is starting to slip and more customer complains are starting to rise. Overall
profits are starting to fall and this will affect the future ability to float the company on the stock
market.
One of the board members has asked each office to start providing key KPI’s to be able to monitor
the overall company performance. Ideally the board would like to define a standard project
management reporting process so they can track all the projects which are been executed across the
complete organization.
Summary
You have been hired as an external consultant to critically evaluate how GreenReach can operate
more efficiently and optimize their business operations in the future. GreenReach what to grow the
business so they can float on the stock market.
The decentralized organization does not work as the company wants to expands and become more
efficient. Even though the projects are been managed and delivered, they is no common project
management process, toolbox and reporting structure.
Marking criteria
We will be using the seminar sessions to support your understanding of the assignment, please
bring your assignment questions to the seminar sessions
Part A consultancy report (approx. 2500 words) 45%
• Provide a written consultancy report based on the content from the above case study.
• Your consultancy report must contain the following:
o Summary of the GreenTech current business structure?
o Recommend a suitable project management methodology which can be used across
the complete organization and justification?
o Provide an overview of the potential different organization structures, with the
advantages and disadvantages of each structure?
o Consider how the organization can become more agile and the benefits and risks
this would bring to the organization?
o How will customers benefit from the new approach?
o What are the key steps to ensure quality in Project Management?
o Develop an example of a project plan (Part B) to support your consultancy report