Vella IT Project Management Analysis

This assignment analyzes the Vella IT project, highlighting its failures stemming from an autocratic project manager. It examines cost and schedule variances, recommends changes to the project team structure, and proposes a democratic leadership style as a solution for successful project completion within the given timeframe.

Running head: PROJECT MANAGEMENT
Project Management
Name of the Student
Name of the University
Author Note

1
PROJECT MANAGEMENT
Executive Summary
The purpose of the report is to evaluate a project scenario and the loopholes in the execution of
the project. The project manager of Vella IT, Tony Faultier showed an extremely unprofessional
behavior in taking payment from a senior officer to implement a part of the project outside the
project plan. Furthermore, Faultier was an autocratic leader who did not involve any team
members in the making integral project decision. The report identifies the loopholes in the
project management process of Vella IT that had led to implementation of the project not
according to the schedule. The report aims at identifying the different project needs. The report
recommends the type of leadership the new project manager should consider for completion of
the project within the scheduled time and the allocated budget.

2
PROJECT MANAGEMENT
Table of Contents
Introduction..........................................................................................................................3
1. Summary of current status...............................................................................................3
2. The additional information needed to be sourced............................................................5
3. Overview of the Leadership behavior..............................................................................6
4. Existing team environment and changes required: Recommendations...........................8
Conclusion...........................................................................................................................9
Reflection...........................................................................................................................10
References..........................................................................................................................11

3
PROJECT MANAGEMENT
Introduction
The company ProCon is engaged by the Vella IT office fitouts for investigating the
current status of the project. It is the responsibility of the company to identify and determine the
corrective action required for improving the performance of the project team working for the
Vella IT office. The major building or the construction project at Vella IT Office comprises of
four levels that is designed in order to house 200 people, accommodating 50 people on each
floor. The report incorporates the current status of the project including the variance in the cost
and schedule of the project. The style of leadership of project manager of the Vella IT is
autocratic and the report gives an overview of the leadership behavior and its impact on the
project. The report further recommends a preferred leadership behavior of the project, which will
be targeted or suggested for the recruitment of the new project manager (Burke 2013). He
existing team environment and recommendation for the changes in the work processes and
policies are discussed in the report. The detailed analysis of the current project situation is
elaborated in the following paragraphs (Heagney 2016).
1. Summary of current status
The project aims at developing a fitout of four levels for accommodation 200 people. The
budget allocated for the project is $1.2M. The project schedule was of four months with the start
date being 1 March and completion date being 30 June. However, on evaluation of the current
status of the project, it is fund that still a lot of work is left unfinished. It is now 1 st may and not
even half of the work is done as per the plan and set schedule. There is a huge variance in the
cost and schedule of the project. The Vella Office Fitouts are in charge of the developing the
entire fitout, and the project consists of furnishing, plumbing, electrical, data and telecom

4
PROJECT MANAGEMENT
infrastructure. According to the original schedule of the project, by this time, the major works
should have been completed, which includes completion of the work on ground floor,
completion of 50% work on first floor and second floor. The work on the top floor is yet to
commence. However, on evaluation, it is found that there is a huge variation in the current
project status with the plan (Martinelli and Milosevic 2016). The current project status states that
only 75% of the work in ground floor is completed, which should have been completed entirely.
The work on the first floor and second floor is 25% complete, which should have been complete
by 50%. However, the work on the top floor is 50% complete ahead of the schedule (Larson and
Gray 2013). Out of a budget of $1.2M, $675K has already been spent.
The schedule variance according to the status report collected on 1 May is as follows
(Kerzner and Kerzner 2017)-
Scheduled Task Actual Completed Deficit
Completion of works on ground
floor
75% works completed -25%
50 % completion of the work on
first floor
25% completed -25%
50 % completion of the work in
second floor
25% completed -25%
The work on top floor is yet to
commence
50% work completed +50% ( ahead of schedule)
Cost variance
Allocated budget Money already spent Money left

5
PROJECT MANAGEMENT
$1.2M 675K 525K
Although the top floor is ahead of schedule, overall not even the 50% of the works are
completed. The data indicates that more than 50% of the allocated budget is already been spent,
which indicates that the project might need a budget revision.
2. The additional information needed to be sourced
The project manager of the organization Tony Faultier was a belligerent and bullying
project manager and was lazy in his work. The project manager was intolerant to his team
members as well and was an autocratic leader who would not listen to anyone. The project
manager has left very little reliable records and therefore, the new project manager would need to
source some additional information in order to produce the detailed status report of the project.
This information include the number of active members of the team, the rate of work completed
each day, the amount of work that is completed each day in the past months, the amount of
overtime work that is required to complete the project on schedule. Apart from this, the detailed
information about the bonuses offered is necessary to manage the workers in making them work
overtime (Kerzner and Kerzner 2017). The work on the top floor is being initiated and
implemented not in accordance to the scheduled plan of the project. This has resulted in a
number of problems, such as accidental leakage from the plumbing causing damage to the fir out
in the first floors. Therefore, proper information about the leakage and the damage is essential in
developing a proper plan for mitigation of the damaged caused and the additional works that is
needed to be completed due to the damage.

6
PROJECT MANAGEMENT
Apart from these initial requirements, it is essential to identify whether there is any
communication and project monitoring plan. If not, the new project manager requires to develop
a proper communication plan in order to effectively communicate with the project team members
(Schwalbe 2015). Apart from this, proper monitoring of the project is required in order to keep a
track of the daily project progress. The new project manager should make it clear to the tea,
members that the daily project progress should be reported to the project manager via a preferred
communication channel (Grunig 2013). This will not only help in keeping a track of the project
progress by will also help in producing a detailed and a regular status report of the project.
3. Overview of the Leadership behavior
As a project manager and a leader of the project team, Tony Faultier was seen as a
belligerent and bullying. Furthermore, he was lazy in his own work and was intolerable and
impatient to the team members. He showed autocratic leadership behavior (Ojokuku, Odetayo
and Sajuyigbe 2012).
Organizational Zoo model helps in preselecting the behaviors of the appropriate and the
desired outcome associated with leadership. The model states that it is important to have a proper
communication with the team members in order to enable stronger relationship development.
The different stages of the organizational Zoo model includes reflect, plan, do and observe.

7
PROJECT MANAGEMENT
Figure 1: Representing the Organizational Zoo Model
(Source: Sanders 2016)
Tony Faultier showed autocratic leadership style and never participated in active
communication with the project team members and the stakeholders associated with the project.
Tony Faultier’s behavior was completely different from that stated in the organizational Zoo
model (Bhatti et al. 2012).
The recommended leadership behavior for the new project manager is democratic and
strategic leadership behavior. Democratic behavior is suggested as according to the
organizational zoo model, it is essential for the project manager to have active communication
with the project team members and the conversation is very essential in every step of the project
cycle (Sanders 2016). For that, the project manager needs t develop a proper communication plan
for the project team members. This should be coupled with regular project meetings (Roche
2013).

8
PROJECT MANAGEMENT
Furthermore, the project manager needs to show strategic leadership as well in order to
complete the project within the set schedule and the allocated budget (Schoemaker, Krupp and
Howland 2013).
The suggestion of following an organizational zoo model in the project leadership is
enables the project leader and the team members in preparing a proper and effective project plan.
The recommendation of the democratic leadership for the new project manager to be recruited is
justified as the previous project manager was autocratic in nature and for that, the entire team
and the project are largely affected. The major consequence of autocratic leadership is that the
project was not executed according to the project plan. Therefore, the new project manager
should incorporate the views and ideas of the project team members in the decision-making
process.
4. Existing team environment and changes required: Recommendations
The current team environment is not suitable for successful completion of any project.
Tony Faultier never involved the team members in decision-making process associated with the
project leading to the execution of the project outside the project plan causing damage to the
project. Furthermore, a former senior manager of Vella Office paid the project manager for
completing the work on the top floor. This is illegal and therefore, it can be safely presumed that
the working environment of the VellaIT office is not suitable at all.
Recommendations
A complete change in the working structure is recommended for the organization. A
proper communication plan will help the team members to engage in a proper communication
with the project manager. Regular meetings and conferences can be held where the team

9
PROJECT MANAGEMENT
members are able to share their problems with the entire team. Furthermore, regular monitoring
of the project is essential for improving the project performance.
Conclusion
Therefore, from the above discussion, it can be concluded that the Vella IT should hire a
democratic project manager who will guide the entire team in successful completion of the
project. The report identified the loopholes in the project and variance of the cost and schedule.
The report discusses the different changes that is required in the project team and recommends
the solution for ensuring proper project environment for successful completion of the project
within the schedule.

10
PROJECT MANAGEMENT
Reflection
The scenario highlights one of the major causes of the project failure that is improper
leadership and project management. I think it was not appropriate for the project manager to
work out of the plan for his own personal benefit. Use of the organizational zoo model for
analyzing the current situation of the organization is a good approach. The autocratic leadership
behavior shown by Tony Faultier was not acceptable. It is the quality of a leader to lead the team
for successful completion of the project. The new project manager should understand the
importance of the democratic leadership and its importance in successful management and
implementation of a project. I believe that it is an essential quality of a project manager to be fair
towards the team and the project. Tony Faultier thus failed as a project manager and therefore
finding a proper replacement of Faultier is an essential need.

11
PROJECT MANAGEMENT
References
Bhatti, N., Maitlo, G.M., Shaikh, N., Hashmi, M.A. and Shaikh, F.M., 2012. The impact of
autocratic and democratic leadership style on job satisfaction. International Business Research,
5(2), p.192.
Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.
Grunig, J.E. ed., 2013. Excellence in public relations and communication management.
Routledge.
Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt
Assn.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Larson, E.W. and Gray, C., 2013. Project management: The managerial process with MS
project. McGraw-Hill.
Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques
for the practicing project manager. John Wiley & Sons.
Ojokuku, R.M., Odetayo, T.A. and Sajuyigbe, A.S., 2012. Impact of leadership style on
organizational performance: a case study of Nigerian banks. American Journal of Business and
Management, 1(4), pp.202-207.
Roche, H. ed., 2013. Successful Knowledge Leadership: Principles and Practice. Ark Group.

12
PROJECT MANAGEMENT
Sanders, M., 2016. Leadership, partnerships, and organizational development: exploring
components of effectiveness in three full-service community schools. School Effectiveness and
School Improvement, 27(2), pp.157-177.
Schoemaker, P.J., Krupp, S. and Howland, S., 2013. Strategic leadership: The essential
skills. Harvard business review, 91(1), pp.131-134.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.