Inputs for future projects
Project formulation, implementation, and evaluation are not easy processes per se. It requires adamant participation, consultation, and recommendations of all parties to the project. Moving a globally known multinational from Atlanta to Dallas is a challenging task. Some of the most prevalent problems that we faced in implementation of the project include;
- Lack of senior management commitment and involvement in the project
Despite the fact that the decision to move the company headquarters from Atlanta to Dallas was almost unanimously agreed to, some senior managers were still uncomfortable with this decision and are resistant to the changes. The move to Dallas will provide benefits such as lower taxes, opportunities for growth and easier cash efficiency. However, some managers are not fully bought into the idea thus creating problems in the implementation of the project.
- Business-customers disconnect
Businesses operating in high pressure, competitive industries such as Coca Cola are forced to respond dynamically to rival’s offerings. When working under extreme pressure, businesses sometimes lack the time to conduct market research and feasibility tests which may reduce the effectiveness of decisions made. Customers were also left out of major considerations regarding the impact of the move.
Tailoring a risk assessment to suit a particular organization, with its dynamic culture, organization structure and customer base is a challenge we faced in this project. Conducting a company-wide risk assessment was unsustainable and seen to be irrelevant to our current objectives. An even bigger problem with the risk assessment was the use of weighted risk priority numbers. When evaluating the project and assessing its feasibility we used a weighted risk approach. The major question is whether the use of weighted risk variables is useful, and its effectiveness to the Coca Cola situation.
- Failure to consider all relevant assumptions and limiting factors
The feasibility test conducted to evaluate the suitability of Dallas as a new home to Coca Cola is based on many assumptions that may not hold in the end. One of the main driving forces of this shift is the perception that Dallas is a growing environment with nearly the same technological and social demographics as Atlanta. The premise of lower taxes may also change in future depending on legislation passed in the region.
Solutions to some of the problems faced in conceptualization and implementation of the project
Dealing with the Coca Cola project provided knowledge to the project stakeholders on how to resolve some recurring problems that an organization may face during project implementation. It is most important to understand that there is no one-size-fits-all approach that can be effective to all companies. As such, all organizations have to create an approach that suits their specific needs.
Concerning the problem of giving equal weight to different risk scenarios, we came up with a product based assessment plan that is more sustainable and effective. This approach is also considered a best practice for FMCG organizations and a BS 25999 requirement. The product-based approach is very useful in assessing threats posed to critical activities such as operations and sales in the organization.
The problem faced with senior management in terms of lack of governance and full cooperation with the project was solved through conducting talks and creating understanding among all parties. While resistance to change is expected in all projects of this magnitude, creating a frictionless shift is of utmost importance to sustenance of the project and to reduce the risks faced from the aftershocks (Martin, &Tate, 2001, p.65). Setting up clear roles, providing adequate resources, and holding managers accountable is one way to ensure that the shift is successful.
References
Martin, P., & Tate, K. (2001).Getting Started in Project Management. New York: John Wiley
