The project faced several challenges because basic project management approaches and tools were not used, or were not fully implemented. The Saidah Tower project entailed the renovation of an old building to make it a modern high rise building located in a prime location. The building had been used as a civic center, until the tenant abandoned it in 2001. the new tenants that took over the building also abandoned it in 2007 due to structural risks as its foundation was uneven. The building owner has been unwilling to engage new stakeholders because of the structural deficiencies of the building. This paper discusses what could have been done, in the context of project management, to forestall the present status of Saidah Tower.
The project would have been recovered easily through an effective management of the scope, starting with an evaluation of the causes for failure and developing a recovery scope statement with estimates (Beer, 2017). An effective recovery scope statement and estimation first of all ensures a project is rescued from total failure. It would, with the help of a project progress analysis, define exactly what works need to be done to met the original objectives and help determine what the cost of such changes would be. Estimation, used with a cost benefit analysis can help the project manager sell the scope recovery statement to all stakeholders, with a greater chance of being accepted and approved. The recovery scope statement will justify the need for changing project scope, describe the desired result, define the criteria for its acceptance, and state the deliverables after realizing there was problems (Stepanov, 2017). The recovery scope statement and estimates will also explain the project constraints and any assumptions made; this way, an elaborate map on recovery and delivering a successful project is created. The recovery scope statement and estimates are in effect the beginning of a new project with its unique deliverables that will help meet the objectives of the original project objectives and deliverables (Williams, 2011)
Change is inevitable in a project and so should not be avoided; whet is important is having a suitable scope and change management plan that ensures structural and defined change management process.
Invariably, all projects have stakeholders of varying influence and importance to the achievement of the project goals. In this case, the most important stakeholder was the building owner, who becomes the executive sponsor of the project. Stakeholder management in projects entails determining the important stakeholders and knowing what their roles in the project is, along with the level of influence they command in relation to the project, as well as the impact they have on the project. The building owner, who is the main stakeholder as an executive sponsor, should have been more involved in the project, including its design; the executive sponsor should also have been told the existing situation and be made to understand what works needed to be undertaken and their approval for the changes sought (Smith, Merna, Jobling & Thompson, 2014). The stakeholders require management using an elaborate stakeholder communication plan that will keep stakeholders such as the executive sponsor of the project fully informed of the project progress and what has to be done. All projects face risks; an elaborate risk management plan goes a long way identifying possible risks to a project, defining its outcomes, and generating actions and measures that can reduce, limit, or eliminate the occurrence and impact of the risk. An elaborate risk management plan would have identified one of the buildings’ major failures (structural) and take mitigation measures to stop its effects and impact (Smith, Merna, Jobling & Thompson, 2014).
Beer, B. (2017). How to Avoid Project Failure Through Project Planning and Effective Project Recovery. Project Smart. Retrieved 2 December 2017, from https://www.projectsmart.co.uk/how-to-avoid-project-failure-through-project-planning-and- effective-project-recovery.php
Smith, N. J., Merna, T., Jobling, P., & Thompson, S. (2014). Managing risk in construction projects. Chichester, England: Wiley-Blackwell.
Stepanov, A. (2017). Project Scope Statement as the Key to Successful Project Management. Gantt Chart GanttPRO Blog. Retrieved 2 December 2017, from https://blog.ganttpro.com/en/project-scope-management-with-all-techniques-and-examples/
Williams, T. C. (2011). Rescue the problem project: A complete guide to identifying, preventing, and recovering from project failure. New York, NY [u.a.: AMACOM, American Management Association.