Washington Suburban Sanitary Commission (WSSC)

1. Planning Risks: Inadequate time to plan, allocate resources and scheduling thoroughly for projects completions and budget parameters.

Evaluating his approach to bringing about change in his organization. Comparing his approach with that of Jack Welch.

Scope creep can be one of the worst enemies of a project manager, specially if it 's not adequately addressed. It includes anything that was not part of the initial scope and was added without passing through an evaluation process.

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

And because no one else wanted to do it. Also the original person called in sick at the last moment,

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

It impacts the timeline, milestones, and schedule of the project. That in turn will also impacts the budget of the project.

This is confirmed by Horn (2012:406) that ‘when you consider that only about a quarter of projects complete on time and budget’. Early contingencies planning for the effects of scope creep should be interlaid within the RiBS to manage any financial allowance for such eventuality and to communicate the changes across the project and organisation.

Wheaton Sanitary District’s Waste Water Treatment Plant (WWTP) capacity is measured in millions of gallons per day (MGD). Wheaton states in their Virtual Plant Tour that the WWTP is designed to treat a dry weather flow of 8.9 MGD, a design maximum flow of 19.1 MGD and a peak wet weather flow of 45 MGD (WSD, 2015).

* As explained in the text, scope creep is very common in projects. A formal change control management is difficult to enforce and more often overlooked near the end of the project when scope creep is more common. Recommend strategies to enforce change control

A prominent news story such as a safety scare- If you are planning to start off a certain project, and people say it is similar to another project that has been having mixed reviews, or bad reviews, then a safety scare could be an implication of what could happen to the project. You can avoid having a prominent news story by starting off a fresh project, that is both original and at the same time not too similar to most other projects out there. Also, to avoid a safety scare within a project, the security must be used efficiently, and it must be able to fight off nay safety scares that can happen, and stop all types of risks to the project.

There are several weaknesses in the process that Carter used for decision making. Perhaps the most severe of them all was the lack of sight with respect to the strategy of the Webster Industries. The financials for the company clearly show that by October 1975 the company was probably recovering from the downturn. If that was indeed the case, Carter should requested an adjustment to the anchoring bias of 15% downsizing target and examined the list of criteria that Stevens’ laid out in the light of sustained growth. Healthy growth requires people who are competent in their current job as well as people with potential. Consequently the group should have

Mulally went at lengths to communicate and make people feel comfortable about the change and to explain their role in the process. His positive influence over the company eventually caught on and even his doubters begin to believe in his ability to pull this thing off.

Uncontrolled scope changes are known as scope creep, which mostly occurs during project execution, which often result in rework, cost overrun and failure to deliver projects on time (Jordan, 2010).

The case study Renovating Home Depot was the case of a leader who joined a successful business only to discover that the company was running out of growth opportunities and also did not have the basic systems needed for increased growth in place. Robert “Bob” Nardelli was chosen as the CEO of Home Depot based on his proven ability to reenergize slow-growth businesses. He was a leader that went all out to achieve his goals and was identified as someone who was “comfortable in his own suit”, and believes in being successful his own way. He made several innovations which were used in General Electric (GE) where he recorded past successes. We see the success demonstrated in the growth of revenue in Home Depot, as well as opening