Post Project Appraisal
The net result was that when the new equipment
eventually did come on stream, it was seriously under utilized. Production morale
ebbed. Some staff publicly voiced their view that the over-supply of commercial
space could have been foreseen even before the project started, especially the
oversupply of retail and hotel space, the prime source of Woody's contracts.
John Carpenter, not a favorite with the older staff, was blamed for introducing
these "new fangled and unnecessarily complicated ideas".
Because of this experience, Woody's President
Emelia Carpenter retained project management consultant Win Easley of W. Easley
Associates to conduct a post project appraisal. Easley had some difficulty in
extracting solid information because relevant data was scattered amongst various
staff, who were not keen to reveal their short-comings. Only a few formal notes
of early project meetings could be traced. Most of the communication was on hand-written
Speedy memos, many of which were undated. However, interviews with the key players
elicited considerable information, as has been outlined above.
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