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Phase II (Sep 93 - Mar 94): Project management

'Now the plan was, ... was to try and get a guy in by the name of Manny and he was supposed to come in and manage phase II ... and then what happened was that, we couldn't get hold of him because he was..he couldn't be released from his previous role, and when he did come in January, the Marine project was kind of building up momentum and then I put him on to that, to manage that and that was a mistake I should have put him onto Multinational. ...

I put Stuart in charge of Multinational and it would be unfair to blame Stuart for all the problems, but, ... Stuart is a more a business analyst than a project leader, he's not a project leader. ... I thought, we were taking on a lot more [in phase I] than we were in phase II ... much more ambitious, demanding, what other words you'd use. So I thought that with phase II really although it wasn't ideal not to have somebody like Manny in, a strong project manager, we could afford to take a gamble kind of thing, which is what I did and it, it's backfired, because obviously it's not been controlled tightly enough.'

X041 page 002.01 (tape 01.1.09) Gordan Notes/Tape 14/06/94

Social influence: Organisation: Resource issues
Technical influence: Process: Project management


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