BuxtonHall

A Case Study

MGT 1201
INTERNATIONAL PROJECT MANAGEMENT PRINCIPLES

Due: April 3, 2024

By

Alex,

Whyte, Denesha

Adebisi, Tolulope

Guru,

Olaiya,
Introduction

The Buxton Hall case study documents the transformational journey of a once-thriving
residential complex, now in disrepair, to its triumphant revival through a $20 million renovation
project. It sheds light on the obstacles confronted by Chad Cromwell, the head of university
housing, as he collaborates with contractors, architects, and university officials to breathe new
life into this historic building. By employing effective communication, problem-solving skills,
and strategic decision-making, the team successfully navigates setbacks and budget limitations,
ultimately revitalizing Buxton Hall.

How successful was this project?

The project was very successful considering its time and monetary constraints. Before starting to
work on the project, the project manager organized a partnering workshop with members from
Pacifica University, Crawford Construction, and Legacy West. His intention was to get everyone
to understand that they are all a team now and they must work towards a common goal. He made
them form teams and do an activity where they had to identify the worst project they had worked
on as well as the best one they had ever worked on. By doing this, the team leaders were setting
out an objective of developing the best possible working environment for its members. The
project manager wanted to emphasize the importance of open communication, standard
negotiation, and win/win thinking. He instilled best practices in handing issues in all team
members. For instance, when a problem arose, the parties involved tried to deal with it
themselves and escalated it to the proper channel when they failed to do so. Conflicts were
always managed properly. Finally, there were weekly project status updates that helped members
keep on track as well as make any necessary changes.

Evidently, by holding members liable for their work, creating a good working environment for
them, frequent consultations, creating an open environment for communication and involving the
members in identification of problems and solutions provide an indication of application of best
practices in the project. In return, these practices contributed to a timely completion of the
project because they allowed the team leaders to solve problems and conflicts on time.
Evident best practice: Contribution to project objectives

The benefits of outsourcing have been seen across a plethora of industries. According to
Kakabadse & Kakabadse (2005) In the evolving landscape of corporate success, it is pertinent
that impactful contractual collaborations be established with pivotal business allies. Since its
inception, the practice of outsourcing has been studied and refined and from this, the best
practices have been established.

Considering the intricacies of each outsourcing arrangement, the list of accepted best
practices is extensive, however, Gray & Larson (2020) have identified seven fundamental
strategies that have consistently demonstrated their relevance. Firstly, the establishment of clear
requirements and protocols serves as a cornerstone for success. This is complemented by
thorough training initiatives and team-building exercises, promoting cohesion and expertise
among team members. Additionally, well-defined processes for managing conflicts are crucial
for addressing issues promptly and constructively. Regular progress reviews provide
opportunities for updates and necessary adjustments. When required, physically bringing team
members together facilitates seamless communication and collaboration. Furthermore, contracts
that are equitable and offer incentives encourage performance and dedication. Lastly, fostering
enduring outsourcing relationships builds trust and reliability, contributing significantly to
project longevity and success.

In examining the Buxton Hall case study, we see a few of these core practices at play. Eighteen
months prior to the completion of the project, the case study opens at a two-day partnering
workshop. In attendance are all the key players in the renovation project – the relevant
representatives from Pacifica State, Crawford Construction and Legacy West who would be
actively participating on the project team. From the onset, we see that communication and
collaboration and conflict management have been airmarked as the most pertinent matters. With
guidance from an external and objective consultant, the workshop is used as a space for the
project members to work on team building and clearly defining their communication and overall
project expectations. The workshop concluded with the creation of the partnering charter, which
all parties will be able to use as a guide throughout the project.
Six months later, in the face of conflict but guided by the partnering agreement, representatives
from Pacifica and Crawford are able to overcome an impasse by following the established
guidelines within the partnering charter. Here, we see how the establishment of a clear conflict
management framework prevents a substantial delay to the project. During this period, we also
find out that weekly status report meetings are conducted to monitor the progress of the project.
This is in accordance with the best practice requirement for frequent reviews and updates on the
status of the project. As a result, they are able to keep a close eye on the project budget and
schedule as well as tackle unexpected issues. At this point of the case study, the project is over
budget, behind schedule and experiences an unplanned setback when asbestos and rot were
discovered. However, one can argue that the constant meetings and reviews allowed the project
team to address these issues in a timelier manner than if they had not. It is also important to note
that the reviews also help to identify and address breakdowns in the project team. Through an
online survey, a communication breakdown is discovered between the Crawford foremen and
university officials. Again, we see this matter being addressed immediately, due to the conflict
management protocols that were already in place.

After another six months, at the project status report meeting, we get to see how committed the
team members have become to the successful completion of the project. We are told that the
project team feels defeated when confronted by significant budget overruns, however, this face-
to-face meeting presented an opportunity for team members to work together and come up with a
solution to this problem. A solution which would not only allow the project to be completed on
time but resulted in savings of $250,000 and a boost to team morale.

Conclusion

The successful restoration of Buxton Hall serves as a compelling testament to the synergy of
collaboration and unwavering determination in surmounting challenges. By fostering transparent
communication, principled negotiations, and an unwavering dedication to excellence, Chad
Cromwell and his team revitalized a once-neglected landmark. Now, as Buxton Hall reopens its
doors to students and faculty, it stands not only as a physical space but also as a resplendent
beacon of pride and achievement for the entire Pacifica State University community.
References

Gray, C. F., & Larson, E. W. (2020). Project management: the managerial process. McGraw-Hill
Education.

Kakabadse, A., & Kakabadse, N. K. (2005). Outsourcing: Current and future trends. Thunderbird
International Business Review (Print), 47(2), 183–204. https://doi.org/10.1002/tie.20048