Introduction This case study discusses Astrid Young, a 27 year old who was a graduate at Western State University. Young had graduated with a B.S. degree in Management Information Systems. And got a job as the Information Services Director at the Western Oceanography Institute. Young used her past experience on the NT conversion project to convince the directors during the interview that she was the right person for the job. After getting the job, she successfully convinces the directors to approve the shift to the Microsoft NT conversion from Windows 95. The conversion project is faced with a number of challenges and are brought to the attention of the directors who in turn seek answers from Young. This case study also seeks to highlight …show more content…
Allowing frequent changes in the project scope is dangerous and disastrous if it is not accepted by the stakeholders involved (Larson & Gray, 2011). Although Young has a lot of experience in conversion projects and has gone through four of them, she ignored essential program management tools that would have bailed her out from her current problems. The directors were not happy that they made aware of the challenges of the project. This means that the executives were not getting regular briefings on the implementation processes. Lastly, the project was disrupted and went beyond its planned schedule, thus failing to meet its projected timeline. Solution to the case problem According to Zettler & Lang (2013), allocating the employees with specific skills to best suit them is critical. An employee who is inadequately trained or inexperienced should be monitored and guided. In our case study, Eggert had a bad history with her work. Although she proved her worth, Eggert should be closely monitored to avoid repetition of the same mistakes. The problem of lack of support by the stakeholders and various departments would be solved by giving a good delivery while presenting the project. This should be done by outlining the significance of the conversion project to every individual and department. The planning will help stakeholders own the project and will eventually lead to the success of its implementation (Larson & Gray, 2011). Young should have found a way to find the
No effective control and goal orientated leadership was visible. Nowhere during the four months did she ask for progress reports from the stakeholders, if she took any interest in the project and ask for progress reports, she would have seen that the project was behind schedule. No milestones were set to make sure that project goals were on track.
As it was often cited in class, no project can achieve success without proper coordination between three essentials: scope, schedule and cost. Change one, and the other two will be impacted. On the other hand, trying to prohibit all changes to a project is often fruitless and can have very adverse consequences.
Knowledgeable and well trained employees are needed in every organization. It is important employees are able to perform all the tasks needed in order to reach the organizations needs and achieve the set goals. As times change, employees may stay behind in skills or may even lack training when it comes to new systems, technology or other procedures that the company may need in order to better performance. That is when the importance of training is more evident. An organization has a large responsibility for their success which is why training, development, and career development is
The Director of Operations assigned Nick, a senior staff member, the task of developing an implementation plan. There was a brief description of the different tasks involved with this project. The conversation was purely one sided. Without the necessary feedback the result was a loss of clarification. In order to create the type of motivation and momentum for such an implementation plan a simple project
A good supervisor seeks out the strengths in their employees and looks to manage weaknesses by identifying if they are in part of lack of training or poor interrelational communication between the manager and employee. Good supervisors seek out their employees’ success by focusing their attention on tasks they will exceed in and not basing their evaluation on tasks in which they struggle with weakness (Buckingham & Coffman, 1999). This notion presents an innovative idea in the way managers approach the work of their employees. It seems to be an effective way of evaluating an employee’s work based on a multitude of factors that can be contributing to it. It removes the blame from solely the employee which offers the opportunity to both the manager
The new employee can be measure by giving them proficiency tests, to see how much they learn during their training. This way the trainer can evaluate and separate the best from the substandard
At this milestone of the project, I could have pushed the issue of the major change proposed by the Philippine Army, this new problem affected; project scope management, project time management, project time management, project human resources management, project risk management and project stakeholder management. However, the “Internal Customer” would have been upset and made life difficult on
I do not expect this initiative to be successful. Inadequate planning, poor resource selection and an undefined vision put the project at risk for failure. From the beginning, there was a lack of due diligence across many levels of the project. The employees involved in the project were not selected appropriately. Junior employees who lacked experience were making project decisions, decisions that would have a significant impact on the company and the way they do business. Additionally, user representation on the project team was low, impacting the accuracy of business processes and also impacting user support and adoption of the initiative. It was evident that Providian Trust lacked strong executive leadership on the project which did not send a good message to the field. Lack of executive support will impact
* As explained in the text, scope creep is very common in projects. A formal change control management is difficult to enforce and more often overlooked near the end of the project when scope creep is more common. Recommend strategies to enforce change control
* As explained in the text, scope creep is very common in projects. A formal change control management is difficult to enforce and more often overlooked near the end of the project when scope creep is more common. Recommend strategies to enforce change control
Training needs for the underperforming employee can be found out as under as as to bring out the best in him and contribute towards his and organizational goals in positive manner.
The fourth chapter then deals with the task of actually trying to improve corporate training and assessment programs. The challenge here is to find a way to determine which current or potential employees have the necessary skills to succeed in an organization. As mentioned before, these skills are not easy to measure and so assessing employees is not easy and the recommended steps are only guidelines to help in this process.
The project did not achieve desirable standards as far as customer requirements, scope, environment and execution were concerned. It was important that the project integrators to ensure customers do not escalate during the implementation of the project, being the first adopters of the software FoxMeyer should have exercised caution by adopting the software in phases rather than implementing the project directly, furthermore, execution was the biggest problem, despite knowing that the project needed skilled personnel FoxMeyer did not train staff during the early stages of the project and had to rely on consultants. Finally the company should have gained control over the project from the start to ensure that all the staff and management were involved but in this case despite knowing that the project would not work as envisaged the management did not take control or stop the implementation of the project.
Uncontrolled scope changes are known as scope creep, which mostly occurs during project execution, which often result in rework, cost overrun and failure to deliver projects on time (Jordan, 2010).
• Use a predetermined process of change control and approval to add to or redefine the scope of the project.