Blue Spider Project Case Studies

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

Larson, E., & Gray, C. (2010). Project management, the managerial process. (5th ed., p. 158).

Better communication needs to be created between mid and upper management. Proper communication will lead to a better understanding of the goals desired. Feedback is provided by upward communication, which makes employees feel involved and can help managers to get employees to understand their concerns (Thrilwall, 2012). Cooke and Peterson communicated scarcely and poorly. No regular meeting were scheduled. When the two did communicate there was no clear and actionable dialogue. Communication is only successful when both the sender and receiver understand the same information as a result of communication ( MindTools, n.d.) Both Cooke and Peterson should establish regular structured communication. This can be accomplished by setting periodic meetings, written updates via e-mail or memos. These meeting will provide downward communication that will allow information to be dispensed to the team working on the projects in question. These meeting will make Peterson and her team feel more involved in the direction of the project and it will also keep Cooke abreast of the attitudes and values of her employees. Cooke can defuse any potential problems

Answer: It should been done after project. The reason is normally managers got the data after R&D projects before they make the decision of profit. The profit was not certain before and during R&D projects.

Hi my name is the "Blue Scorpion" I live in Manhattan New York. I'm just started to feel a little different after my father's death. A myth in my family is going around that I'm experiencing a new life like my father took over my body. Misshel she's a paranormal activities investigator. She told me that I'm about to get superpowers because my father was a superhero and had superpowers and it was I'm my DNA. She also told the government about me, and since they didn't have powerful weapons, to fight in ww2.

Gray, C. F. & Larson, E. W. (2008). _Project Management: The Managerial Process_. Boston, MA: McGraw-Hills Companies, Inc.

I’ve mentioned before that communication between us is the most important thing. Regarding the existing customers, I have to admit that it was 100% our mistake not to provide you with as much information as we could. My question is, if you’ve called the existing customers before (this was the second or third time you were calling the existing customers) what exactly did you ask them on the phone if you were not aware of the project (for example what did you ask Kingsleigh Primary School as more or less you didn’t have any kind of information in your system).

*A lack of efficient and effective communication between the city, project management team, and consultants. This manifests itself in basic issues like vendors blocking roadways for other vendors, the city canceling orders for electrical filtering components that were critical path, and too many unilateral decision made because "no one was in charge".

The Trophy Project was fundamentally mismanaged from the start. The management functions of planning, organizing, staffing, controlling and directing personnel and resources were poorly executed by both senior and project level management. Customer expectations were not well defined and scope creep was allowed to take place without proper administration. There did not appear to be a corporate champion for this project who could mentor and resolve conflicts that were beyond the authority of the project manager. Plus, the project manager appeared to be inexperienced and was not very adept at negotiating with upper level and functional management to obtain the proper resources necessary to achieve the project

Emma Richardson, as the facilitator, he didn’t do his work well during the meetings. He start the first pre-launch meeting with asking Barren to give a cost estimate report; and during the second pre-launch meeting he fail to hold the team focus on the discussion.

6. Is it true when you enter project management, you either go up the organization or out the door?

The Blue Spider Project is an example of a situation where the project manager show lack of understanding of the life-cycle for project management and the inability to leverage the

Parks Corporation should have appointed an experienced project manager to run the Blue Spider project and Gary Anderson, who was an experienced engineer, should have been made the assistant project manager with the responsibility of managing the project’s R&D activities. Anderson was too inexperienced as a project manager and really had no clue what the true responsibilities were for managing a project except what he might have learned in his MBA program. 2. Project requirements needed to be clear and specific. In order to achieve successful project management and implementation, Anderson needed to ensure the requirements for the Blue Spider Project were clearly stated and written down in detail, so everyone involved in the project clearly understood the requirements. And, everyone needed to know what was not included in the Blue Spider Project. 3. Regular and effective communication was needed. If effective communication channels were established that let team members share their knowledge and skills Anderson could have delivered the right understanding of the project requirements to all the team members involved. All types of communication helps build a bridge between team members and stakeholders who have the responsibility to detect potential problems, clarify details, and maintain trust. 4.

The effectiveness of this structure is negated by poor implementation and lack of support for project managers by the project office and line managers.

IT failure will become more than just an expensive inconvenience: it will put our way of life at risk. Failure’s may also be due to use of not fully developed technology ,Which have Inability to handle the project’s complexity due to its casual development practices and also may be due to poor project management and sometimes its stakeholder politics under commercial pressures. Failures in an organization is said to be the combination of technical, business decisions and project management.