The success of a project is determined by various organizational factors that have a direct impact on the project's day-to-day activities. A project is likely to succeed if it's given the necessary commitment, resources, and support from all the concerned partners. For the case of Green Project, the main "facilitators" included executive sponsorship, specialist employees, good communication, budget allocation, the motivation of the steering committee, and by the fact that they made it an enterprise project.
Six weeks after the start of the Green project, McCann, the top project manager, was impressed by the positive progress of the project, which was mainly as a result of board mandate and executive sponsorship. It is very difficult for a project to succeed if it lacks the support of the executive. The executive provides the required resources and information to spearhead the process. In this case, the executive had fully supported the process and provided all the resources needed since the organization needed the change to enhance its operations and provide the consumers with the best technology to regulate the electrical use especially during the fall season.
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The organization had put aside enough budgets to push Green project to the end. The budget was facilitating all the needs of the projects to ensure that nothing was missing, which would cause a delay in the project. The steering committee was left with the task to meet the deadline since everything was provided for.
Barriers to the Green Project
The green project was faced with several barriers that resulted in signs of failure, some weeks before the launch. First, there was a huge political challenge, which the project was facing. Traditionally, it has been the culture of the company to have a separate system for each of its silos and this project would work against this culture. The project was to integrate with the IT's information management renewal (IMR). According to the top manager, the project had to work against the culture of the company for it to be successful.
Secondly, there was a barrier of lack of enough specialized personnel. There was not enough skilled labor to complete all the work on such a short deadline given. McCann had to go outside to source for more skilled labor to help. Samba, who had come out of Tompkins’ division, was very good at mobilizing the right people to make the best decisions to keep the project going in the right direction. Qualified and experienced personnel plays a great role in the smooth running of the project by ensuring that everything is in place as planned. Short deadline is another barrier to success as it makes the employees to rush in decision making, which may have negative implications on the project at the end.
There was no proper communication in the process. The failure to communicate effectively led to the use of inferior technology despite having been discussed before the committee. The committee had agreed on a new standard of technology, but the Tompkins who was in charge of the IT failed to communicate this on time until when the project was three months away. This brought the whole project to a standstill since they didn’t know whether to continue with the inferior technology or to start all over again using the right technology.
