Woody 2000 Case Study Solution

Woody 2000 Project Case Study 1 Woody 2000 Project Case Study Assignment 2: Project Concept and Strategy Silva B. Adeniyi Management Decision Models – B6025 Dr. Stevel Beckford May 20, 2011 Woody 2000 Project Case Study 1 Woody 2000 Project Case Study Assignment 2: Project Concept and Strategy Was the Woody 2000 project well conceived? Give reasons for your opinion. The Woody 2000 project was not conceived well because key personnel were left out of the initial meeting concerning the expansion of this manufacturing business. Instead of 17 million for the cost of the expansion the cost went up because of delays that could have been avoided if the production staff was included in the initial meeting. The production staff that should have worked with Spencer Moneysworth (Vice President of Finance and Administration who was give the responsibility for Woody 2000 project) was Bruce Sharper, Vice President of Sales and Estimating and Miles Easter, Vice President of Production. Because no one was paying attention to details and planning was so poorly done progress of

Wideman, developed a case study of a construction project which highlight the problems and the challenges which could face a construction project. In response to this case study i have prepared a full project management plan, identified the problems and the mistakes in the case study, and highlighted the correction actions as per the following table of content:

See the case study from the author link : http://www.scribd.com/doc/117956094/Woody-2000-Project

Then download my 28 pages paper along with attachments as per the following table of content.

Reference to (Wideman (n.d)) case study subject of the woody 2000 project, Author divided the project into five main topics. First topic is project background information, which highlight the project sponsor, project objectives and identified problem in the case study. Second topic is the project management plan methodology and the planning tools / software used in the project. Third topic is the project management plan, which include the project feasibility study, Scoping Process Group, Planning Process Group, and Launching Process Group. Fourth topic is the update of the project management plan to monitor the project progress and close the project. Finally, the fifth topic is the author conclusion and recommendation of the case study.

A-      Project Background information

1.       Project Sponsor:

2.       Project Objectives:

3.       Problems mentioned in the case study:

B-      Project Management Plan methodology and external resources

1.       Planning Methodology

2.       Resources used in the planning

C-      Project Management Plan and Statement of Work (SOW)

1.       Feasibility Study

2.       The Scoping Process Group

a.       Assign a project manager

b.       Develop a high-level project execution method statement.

c.       Review the project headlines with the sponsor.

d.       Identify the components of the project management plan.

e.       Secure the sponsor approval to plan the project.

f.       Hire and assign project management team.

3.       The Planning Process Group

a.       Create project work break down structure WBS.

b.       Define all the works in the project by developing an activity list.

c.       Estimate the activities duration.

d.       Estimate activities resources.

e.       Estimate project cost.

f.       Sequence the activities, and adjust activities duration

g.       Allocate cost and manpower to the activities

  • Original Manpower histogram:
  • Leveled Manpower Histogram
  • Primavera Cash Flow:
  • Microsoft Excel Cash Flow:

h.       Develop risk management plan.

  • Mitigate the risks:
  • Transfer the risks:

i.        Develop closing, testing and commissioning plan.

j.        Setup the project progress evaluation criteria

k.       Create drawings and materials tracking logs.

  • Shop drawings log:
  • Materials tracking log:

l.        Gain the sponsor approval to lunch the project.

4.       The Launching Process Group

a.       Recruiting the project team

b.       Establishing the scope change management process

c.       Managing team communications:

d.       Finalizing the project schedule:

D-      Update of the Project Management Plan

1.       The Monitoring and Controlling Process Group

a.       Report project performance:

b.       Call for weekly meeting:

c.       Monitor the project risks and identify new risks.

d.       Process project changes:

2.       The Closing Process Group

E-            Conclusions and recommendations

Download the 28 pages project management plan and the attachments:

Download the case study: Case Study

Download the case study attachments: Case Study Attachments


KERZNER, H., 2009. Project management [electronic book] : a systems approach to planning, scheduling, and controlling / Harold Kerzner. Hoboken, NJ : John Wiley & Sons, 2009; 10th ed.

PROJECT MANAGEMENT INSTITUTE, 2008. A guide to the project management body of knowledge (PMBOK guide). 4th edn. Newtown Square, Pa.: Project Management Institute.

Wideman, M. (n.d.) Project management case study: the custom woodworking company – Woody 2000 project [Online] Available from http://www.maxwideman.com/papers/woody2000/intro.htm [accessed 11 November 2013]

WYSOCKI, R.K., 2012. Effective project management. 6th edn. Indianapolis, IN: Wiley.


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Hany Ismael is the founder and CEO of Planning Engineer Est. in Egypt. He has started his career back in 2003 as a site engineer, technical office engineer, planning engineer, planning manager, and finally planning department manager where he has been involved in several mega construction projects in Egypt and Saudi Arabia. In 2016, he established his own company in Egypt “Planning Engineer Est.” Hany gained his MSc degree in project management from Liverpool University-UK 2013-2016, PMP certified from PMI-USA 2010, and BSc Civil Engineer Tanta University-Egypt 2003. Hany provided more than 3,500 hours of planning and project management training on his website planningengineer.net, YouTube channel, and offline courses since 2011. He enjoys teaching project management in simple and practical way, and he developed several planning tools, techniques and courses.

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