Network Project Management: Problems, Causes, and Solutions Report

This report analyzes a network project management failure involving GE, Cocable, and Frank, highlighting the importance of adhering to project methodologies. The report details the project's background, where Frank was tasked with building rapid prototyping machines for GE through Cocable. The project encountered numerous problems, including unclear objectives, scope changes, lack of professionalism, risk management issues, and poor communication. The report identifies the probable causes of failure, such as GE's unclear objectives and lack of communication, and Cocable's failure to verify specifications. The report assigns responsibility for the project's failure to all three parties and recommends adopting project methodologies, such as agile project methodologies, to prevent future mishaps. The report emphasizes the need for clear requirements, proper communication, and adherence to project management principles to mitigate risks and ensure project success. The report concludes by reiterating the significance of following project methodologies to avoid future project failures and improve project outcomes.

Running head: NETWORK PROJECT MANAGEMENT
Network project management
Name of the Student
Name of the University
Author’s note

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Executive Summary
The project methodologies should be followed all the time otherwise there is a possibility that
possibility a project can fail at any time. GE, Frank and Cocable must follow the project
methodologies to avoid any mishaps in the project in future. This report highlighted all the
project related problems, the reasons also have been showcased for the project methods'
failures. It has also been stated in the report about who should pay for the project failure.
Finally, the measures have been grandstand in the report which shows that by adopting the
project methodologies the project risks could have been mitigated.

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Table of Contents
1. Introduction............................................................................................................................3
1.1. Background.....................................................................................................................3
2. The lessons learnt from this scenario by analyzing a list of project management problems
and the causes behind that..........................................................................................................3
2.1. The list of project management problems.......................................................................3
2.2. Probable causes for project failures................................................................................4
3. The organization or individual who is responsible to pay for the changes............................5
4. Recommendations..................................................................................................................5
4.1. The measures that should have been taken to avoid this mishap....................................5
5. Conclusion..............................................................................................................................6
6. References..............................................................................................................................7

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1. Introduction
When the project methodologies are not properly followed and maintained project
management issues aroused which lead to the failure of the project [1]. This report will
highlight GE’s project failure, the project management problems and causes, one who should
pay for the changes have been showcased along with the recommendations.
1.1. Background
Frank Billings was passionate about rapid prototyping manufacturing while he was a
student. Later though he got a job at Cocable Company and was doing well, he was not
satisfied with his work. He left the job and planned to start his RP business. In the mean,
while he got an offer from Cocable Company that he would have to build rapid prototyping
machines for GE on behalf of Cocable Company. He started his work and finished well, but
unfortunately, the project failed at the time of testing.
2. The lessons learnt from this scenario by analyzing a list of project
management problems and the causes behind that
2.1. The list of project management problems
i. No clear objectives: Frank was in charge to deliver the rapid prototype machines for
the smooth functioning of the CAD model of 48 inches long though the goal to modelled the
machines for 62 inches.
ii. Change of scope in between: Initially Frank was provided with the CAD model of
48 inches long but during testing, he was provided with the CAD model of 62 inches long
[4].
iii. Lack of Professionalism: Both GE and Cocable are showing lack of
professionalism and they both are not ready to take the blame for the project failure that will
definitely result in adverse effects.

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iv. Risk Management issues: Both the companies have no backup plan, there is no
risk management at all [3]. It is the responsibility of the project manager to accumulate all the
inputs, makes a proper plan, progress according to the plan and finally executes the project.
v. No clear plan: GE has no fixed plan or fixed goal regarding the CAD model.
vi. Lack of Communication: GE should make contact with Frank and discuss the
details and lack of communication results in disaster.
vii. Cocable’s confusion: They stated that got the specimens from GE which were of
maximum length, but GE refused that the specimens sent to Cocable were not of maximum
length, but some samples [8]. Frank unaware of the fact built according to the specimens sent
by Cocable.
2.2. Probable causes for project failures
i. GE at first sent 48 inches CAD model then sent 62 inches CAD model while testing that
shows they have no clear objective and they are inattentive.
ii. After the project failure, they are not willing to take the blame, this kind of attitude is the
main reason for unproductivity [5].
iii. GE’s project manager must have proper risk management, after the project failure they
have no clue what so ever, that is the reason why the project failed to deliver.
iv. GE has to communicate with Frank about the details, or else they should have explained
the project elaborately to Cocable, but they did not do that, that is the another reason for
project failure [2].
v. Cocable should have communicated with GE and made a secondary check of all the
specifications they got but they did not do that that is the reason the project failed.

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v. None of the three- Frank, GE and Cocable has followed the project methodologies that are
the reason for project failure.
3. The organization or individual who is responsible to pay for the changes
For the project mishaps, two risks have been evolved-
a. The deadline for the project will have to be extended.
b. The project will now be very expensive.
GE, Cocable and Frank have not followed the project methodologies that are why the
project fails, so three of them are responsible. Since it is GE’s project and they have to take
the initiative [7]. Now they are in an ethical dilemma, they can trust and can give Cocable
another opportunity to prove their worth. GE can make the whole project executed from
another company. In the second case, GE will have to bear the extra cost or extra expenses
[6].
4. Recommendations
4.1. The measures that should have been taken to avoid this mishap
They should have adopted a project methodology model and should have followed the
model strictly, they could have followed follow the agile project methodologies. At first, GE
should have listed all the requirements and then should have delivered the RP machines and
CAD models to Cocable. Secondly, in turns Cocable should send the deliverables to GE, this
deliverable could be the asset in this mishap. Frank should work only based on the
deliverables. He got four RP machine, he should have completed one and made a partial
submission to GE on behalf of Cocables. This could have saved both time and money for
everyone. GE could ensure their project is progressing well and would be well delivered
within the stipulated time or within the stipulated deadline. In this way, Cocable can earn

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GE's trust and hence this, in turn, can help them in future prospects. In this scenario, the CAD
model confusion can be solved at the initial phase, but now since the project failed, all of
them should learn from the mistakes and from now onwards they should follow the project
methodologies properly.
5. Conclusion
It can be concluded from the above discourse that the GE, Frank and Cocable must
follow the project methodologies to avoid any mishaps in the project in future. This report
highlighted all the project related problems, the reasons also have been showcased for the
project methods' failures. It has also been stated in the report about who should pay for the
project failure. Finally, the measures have been grandstand in the report which shows that by
adopting the project methodologies the project methodologies could have been mitigated.

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6. References
[1] Kerzner, Harold. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons, 2013.
[2] Case, Denise M., and Chrysostomos D. Stylios. "Fuzzy Cognitive Map to model project
management problems." Fuzzy Information Processing Society (NAFIPS), 2016 Annual
Conference of the North American. IEEE, 2016.
[3] Larson, Erik W., and Clifford Gray. Project Management: The Managerial Process with
MS Project. McGraw-Hill, 2013.
[4] Schwalbe, Kathy. Information technology project management. Cengage Learning, 2015.
[5] Snyder, Cynthia Stackpole. "A Guide to the Project Management Body of Knowledge:
PMBOK (®) Guide." Project Management Institute, 2014.
[6] Leach, Lawrence P. Critical chain project management. Artech House, 2014.
[7] Nicholas, John M., and Herman Steyn. Project management for engineering, business and
technology. Taylor & Francis, 2017.
[8] Heldman, Kim. PMP project management professional exam deluxe study guide: updated
for the 2015 Exam. John Wiley & Sons, 2015.