The Trophy Project was not planned correctly because it was understaffed, completed one year behind schedule, and the total costs exceeded the initial budget by 40 percent. Another problem with this projects plan is that the project manager could not control functional managers. These factors caused the failure of the project, dissatisfaction of the client, and dismissal of Reichart, the project manager. Another problem of the Trophy Project is that the managerial personnel was not committed to this project. As it is stated in the case study, managers preferred their pet projects over the one of Reichart. What is more, functional managers were not subordinate to Reichart and, hence, he could not force them to follow his instructions.
The manager of the Trophy Project tried to resolve the issue with the lack of coordination between him and the managers of the companys divisions. Nonetheless, his actions do not represent an attempt to foster more cooperation. Instead, Reichart tried to make the head of the company influence the behavior of functional managers. From the Trophy Project case, it could be inferred that project managers should include ways of improving cooperation into the strategic plan. Furthermore, if a project manager realizes that the collaboration between functional managers is fundamental for the success of his project, the actions aimed at the improvement of working relationships should be given priority in the strategic plan.
To get the project back on track, Reichart could have asked to organize a meeting between him, the functional managers, and the head of the company to convey the idea that the project cannot be implemented until managers ignore the Trophy Project. Cooperation with other managers could have helped Reichart enlist their help and develop a realistic strategic plan that the employees can follow without delays.