TEAMING FOR PROJECT IMPLEMENTATION In fulfilling the CSR requirements of the induction training programme of Star Manufacturing Company (SMC), the trainees, (40 no) decided to renovate a block of four classrooms at Omo-Ilewe School, Gbagada. To kick start the process, a 10- man project team , led by Emmanuel Olusegun, obtained approval from Mrs Blessing Chinyere, the Administrator of Lagos Universal Basic Education Board (LUBEB). The approval was subject to strict adherence to certain building specifications. During the first meeting of the project team, a 6 -week implementation schedule was developed and communicated to Mr Oga the G.M of SMC. A suggestion made by one of the members that a professional project manager be employed, was declined, given cost considerations. The situation was not helped by the fact that the project was to be financed by personal contributions of the trainees. 4 members of the project team who disagreed with the decision walked out of the meeting. Emmanuel and the rest of the project team considered a N3 million bid from SEAL Project Ltd, a recommended LUBEB contractor, but eventually settled for direct labour at a cost of N1.5million. The artisans, with vast experience in similar projects, worked well for 2 weeks before stopping for about 8 days due to heavy rains. The delay led to the engagement of more hands/hiring of equipment to accelerate the construction and meet up with the project commissioning. While Emmanuel and 2 members of the project team remained steadfast in working with the artisans, other class members showed little interest. There was cost overrun of about N300,000 which had to be financed mainly by Emmanuel and two members of the project team. There was no feedback to management of SMC. Things came to a head when, 4 days before the planned completion date, Mrs. Chinyere visited and insisted on certain modifications, explaining that the project quality did not fully meet LUBEB’s standards. Emmanuel disagreed with her, stating that the completed project specs were consistent with the understanding reached, Mrs Chinyeres position remained unchanged. The implication, apart from timing challenges, was an additional expense of N150, 000. The option of postponing the commissioning was considered by the project team but the decision was made to stick to the previously scheduled date, considering the perceived consequences of non-completion of the project on due date. The night before the commissioning, Mr. Oga paid an unscheduled visit to the site and observed that the project was not yet completed. Without paying much attention to explanations proffered, he lambasted Emmanuel and the few members of the project team who were working on the site to ensure completion before 11:00pm. He, immediately called the event manager and a few invited guests to cancel. What could have been done differently to ensure successful completion of the project/commissioning? Wisdom Capsules from Seyi Wright: “You must be willing to break away from certain things that you may find pleasurable, but inherently devastating to your progress” “Even if you don’t have a right history today, you can begin now to build a good story” You can chat with Seyi Wright or his colleagues directly on their blog: leadershipandvisionltd.wordpress. you can also download free videos of Mr. Wright at youtube/leadershipandvision
Posted on: Tue, 11 Mar 2014 07:48:35 +0000