The Blue Spider Project : Assessment

The Blue Spider Project
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Lecturer
Date: 29/03/2020
Assessment: Assessment (Part B)
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Table of Contents
Executive Summary.........................................................................................................................3
Introduction......................................................................................................................................5
The Project Scope was not clearly defined......................................................................................6
The decision to begin the Blue Spider Project was not tactically sound.........................................7
Early involvement of stakeholders is critical in any project............................................................7
Qualification of Gary Anderson as a project manager....................................................................8
How risks in the Blue Spider Project were handled........................................................................8
Conclusions......................................................................................................................................9
References......................................................................................................................................11
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Executive Summary
The advancement in the business field has compelled corporations to develop techniques
grounded on projects. The strategies guide them to enhance their practices and efforts on project
management. Nonetheless, it is uneasy to develop proficient projects due to the numerous
aspects that affect companies. The success of any project depends entirely on the project
manager and their team, including organizational culture and the resources that the corporation
can channel in the project. The Blue Spider case study is an excellent illustration of ways in
which a project manager inappropriately balanced the work and staff, resulting in improper
project performance. We notice Parks Corporation requesting to be part of a government pact,
and it indicates inappropriate communication from the beginning. Usually, projects can fail for
several reasons such as inadequate resources from the organization, poor assessment of deadlines
and costs; however, the project is worsened when task evaluation is inadequate before the
commencement of the project. Also, the management of human resources can lead to problems
in situations of industrial action or incapability to employ qualified staff.
The delays from the project manager, Gary Anderson, resulted in a demand for more
documentation and meeting. The project manager felt more accountable for the development
activities and did not wish to offer his staff with more administrative work. As a result, all the
demands of other units had to be sent through the heads of departments. However, as the Blue
Spider project failure augmented, nobody wished to be connected with the project, and the
primary staff was moved to other projects. The outcome saw the corporation receiving the
contract, but the project manager never received gratitude because of management recalling the
problems experienced earlier in the project. The project success could only be achieved through
proper relationship and balance between staff. From the Blue Spider projects, issues such as risk
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management, lack of project management skills, a roll of the project office, and poor budget
control can be identified. Moreover, there was minimal support from the top managers.
Therefore, if we analyze the problems highlighted and prevent the same mistakes in the future,
we can overcome any project failures in the future.
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