DeGrandis, AOC, Ladybird: Project Performance Evaluation Presentation

This presentation evaluates the performance of three projects: DeGrandis Running Shoes, the Australian Olympic Committee (AOC) Partnership, and Ladybird Sporting Apparel. The evaluation assesses each project's alignment with strategic goals and ethical standards, analyzing their respective project performance scorecards. The analysis covers key aspects such as customer satisfaction, revenue generation, and adherence to ethical guidelines, highlighting successes and failures. The presentation offers conclusions on the effectiveness of each project, including recommendations for improvements. The DeGrandis project, despite exceeding budget, successfully introduced new cushioning technology. The AOC partnership generated significant revenue but faced ethical breaches. The Ladybird project failed due to poor product quality. The presentation underscores the importance of proper planning, stakeholder inclusion, ethical conduct, and customer focus in strategic project management. The student analyzes the projects and provides recommendations to improve future project outcomes.

Strategic Project Management
Name of Student
Date

Project A: DeGrandis Running
Shoes
• The project was enacted to introduce
a new cushioning technology for shoe
sole. The project managed to
successfully deliver the product within
the time frame associated with the
project.

Project Alignment: Strategic Goals
and Ethical Standards
• Effective project management entails comprehensive alignment project objectives
and the company’s strategic goals. At the same time, ethical standards should govern
project planning, implementation, monitoring, and evaluation in corporate sector (Ahn
and Park 2016).
• In DeGrandis project, the objectives of the project were in line with the organization’s
strategic milestones.
• The company’s management needed to improve customer experience as well as
enhance the revenue margin.
• In fact, the company has witnessed an increase in revenue with a margin of over $5
million.
• On the contrary, the project did not entirely adhere to inclusion and ethical factors.
The board was not consulted when seeking the partnering company to manufacture
the shoes.
• A comprehensive assessment of partners assists the project team to ensure that the
ethical provision and expectations have been met (Ingason 2015). The inclusion of all
stakeholders also ensures that ethical issues have been addressed (Davis 2014).

Project Performance Scorecard
Snapshot
• Project performance measures are multidimensional and cover multiple
elements, which could be categorized into five key perspectives. Use,
quality, learning, benefit, and process perspectives could be determine
the performance of a project (Mazur, Pisarski, Chang, and Ashkanasy
2014).
• DeGrandis running shoe project was tailored to provide a comfortable
shoe brand, which was achieved through the manufacture of a sole
based on new cushioning technology.
• The benefits of the project included customer satisfaction, competitive
advantage, and revenue generation, which were attained even though
the project budget exceeded the anticipated value.
• Although the anticipated results in terms of quality were met, the process
did not include all the stakeholders since the board of directors was not
part of the consultation during the selection of the manufacturing partner.

Project Performance Scorecard:
DeGrandis Running Shoes Project
Stakeholder
Perspective –
BOD not
completely
involved
Use Perspective –
Introduce new
shoe sole
consolidation
technology
Learning
Perspective – New
product development
and innovation
achieved
Quality
Perspective –
Product was
satisfactory and
customers’ needs
were met
Project Process
Perspective –
Process was
comprehensive but
the budget was
exceeded
Project Benefits
Perspective –
Revenue increase $5
million, Competition
against international
brands
DeGrandis
Running Shoes
Project

Conclusions
• Proper planning should take care of the external factors and
accommodate for financial risks (Carvalho and Rabechini 2015).
• The actual budget of the project was beyond the estimated value.
• Secondly, the team failed to achieve comprehensive inclusion of
stakeholders across all the stages of the project. Primary
stakeholders in projects should be included in decision processes
(Eskerod and Huemann 2013).
• The third failure emanates from improper assessment and
evaluation of the project partners to determine whether they meet
all the required standards, which resulted in collaborating with a
manufacturing firm that uses child labor to meet its workforce
needs.

Recommendations
• In this project, it is important to reconsider
manufacturing partners who adheres to the
company’s ethical practice and operation
criteria.
• Moreover, the project team needs to ensure that
they include all the primary stakeholders during
key decisions of the project to increase the
diversity of ideas, stakeholder satisfaction, and
project success (Eskerod, Huemann, and
Savage 2015).

Project B: Australian Olympic
Committee (AOC) Partnership
• The project was a partnership with
AOC where the company was
mandated with the responsibility of
supplying sporting items to the
Australian Olympic team.

Strategic Goals Alignment and Ethical
Standards in the Project
• Based on the outcomes of the project, the Olympic team received the sporting
equipment as expected while the company generated significant revenue in
return.
• In fact, the estimated revenue increase was about $3 million and above, which
clearly show that the outcomes of the project were in line with the strategic goals
of the company in terms of revenue generation.
• When a project is aligned with the organizational goals, it is possible to achieve
the anticipated performance indicators (Patanakul and Shenhar 2012;
Shanmuganathan and Baskar 2016).
• On the other hand, it was later discovered that one of the DeGrandis senior
executives, who was also the sponsor for the project, had bribed an AOC official
to approve the company’s sponsorship.
• Bribery and corruptions taint the image of a project and impair the corporate
goodwill that is expected as part of the code of conduct (Dagiliene, Leitoniene,
and Grencikova 2014). In this case, the project failed to meet the ethical
standards of corporate operations.

Project Performance Scorecard
Snapshot
• Although the project ran six months over in terms of schedule, each
requirement in terms of sporting equipment was successfully met.
• At the end of the entire partnership, the organization registered more
than $3 million revenue increase.
• It is important for project team to create a comprehensive project
requirement while paying attention to the needs and expectations of
each stakeholder involved (Eskerod, Huemann, and Ringhofer 2015).
• In this project, multidimensional consultation was conducted to create
a list of requirements that was used for planning, implementation, and
evaluation.
• However, in terms of process, the project team was unable to meet
the code of conduct provisions when the project sponsor bribed an
AOC official.

Project Performance Scorecard: AOC
Partnership Project
Stakeholder Perspective – A
comprehensive inclusion criteria
was followed to create a list of
project requirement
AOC Partnership
Project
Project Process
Perspective – Process
was comprehensive
but the timeline was
exceeded
Quality Perspective –
Project was successful
and AOC’s needs were
met
Project Benefits
Perspective – Revenue
increase $3 million,

Conclusions
• The project team ensured that they have linked
the objectives of the project to the strategic
goals of the company especially in terms of
revenue generation.
• The project resulted in an increase of over $3
million in income.
• However, it failed to meet the ethical standards
the moment one of the senior executives offered
monetary incentives to an AOC official to
approve the partnership.