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Leatty Shanghai Construction Project Assessment Report
To: Board of Directors of Leatty
From: Head of Project Sponsor Team
Subject: Leatty Shanghai Rescue Project
Date: 13.12.2011
Introduction
On 13 December 2011 members of Leattys project sponsor team and
the heads of the project management
team discussed suggestions to devise a rescue project in
reaction to extensive delays in the first construction
phase of the companys latest project in Shanghai. More
precisely, the first construction phase of the project
is two months behind schedule and 16 per cent over budget. The
attendants agreed upon the following plan
to rescue the Leatty Shanghai project.
Findings
Information Exchange
Assuring that architects, structural engineers, building
contractors as well as Leattys developers can focus
on their specified tasks and deadlines, information exchange has
to be improved for future cooperation.
Firstly, it has been suggested to implement the Canadian project
management software by providing training
for the several co-operations. Therefore, the company is assured
to keep track of the overall status at all
times.
Secondly, it has been discussed to install a communication
management team in Berlin, in order to cope time
difference. Moreover, it is expected to boost team morale and
working morale at the different units.
Lastly, it has been debated to hold video conferences every
fortnight, in order to oversee problems and
improvements in the working progress. Additionally, it has been
suggested to reconsider the meeting planer,
due to unfavorable times in particular for the Chinese
partners.
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Coordination of tasks
Due to the fact that the budget for Leatty Shanghai Construction
project is already overdrawn, it has been
advised to emphasize the focus on the specified tasks and
deadlines in place of high quality. Therefore, it is
recommended to install a team of representatives from every
country with the task to overview the working
progress. This team will also be responsible for implementing
the new project management software,
mentioned above.
Communication, team morale and working practices
Moreover, it has been suggested to deploy representatives of
German architects to Shanghai bimonthly, in
order to solve communication problems with face-to-face
meetings. Additionally, it is expected to increase
team morale and working practices with this concept. Moreover,
the Berlin office will gain a valuable insight
view in Chinese practices, hence decrease of cultural
distance.
Communication about problems and risks
The projects success also depends on the communication of
problems and risks in the co-operations with the
companys partners. The installation of an expertise team will
encourage transparency of working progress,
which will function as a monitor between the different parties.
In detail, this team will be traveling between
the different location observing, enhancing and empowering the
teams to perform to their best possible
means.
Recommendations and Conclusions
The Project Sponsor team is aware that changes in the management
of this project goes along with the
necessity to increase the budget. However, communication is the
most sensitive feature in this cooperation,
that means it is expected to be viable to Leatty Shanghai
implementing promoted improvements.
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We are looking forward to your reaction and we hope to have the
opportunity to
comment on our
findings to a wider audience.
Florian Wenzel
Head of Project Sponsor team
(529 Words)
