Ch.13 HW

Ch.13 HW Quenton Porter

13.18 Activity Jan Feb Mar Apr May Jun Plan %Comp Value Staffing 8 7 15 100 15 Blueprinting 4 6 10 100 10 Prototype development 2 8 10 70 7 Full Design 3 8 10 21 60 13 Construction 2 30 32 25 8 Transfer 10 10 0 0 Monthly Plan 8 11 8 11 10 50 Cumulative 8 19 27 38 48 98 Monthly Actual 10 15 6 14 9 40 Cum. Actual 10 25 31 45 54 94 Total 53

13.1 Question 1 The first thing I see is that it seems that the projects being taken on do not have a solid planning phase before they launch leading to unknown on objective, scheduling, and budgeting. This is likely contributing to the lack of communication between the team and leaders. The leaders don’t know what information to receive from project team as the team has no understanding of milestones they should be reporting. Creating a solid project plan with solid baselines may alleviate some of the issues which allow project managers to ask the proper questions and receive accurate information on project progression. Regular meetings should be held between Dan and project leads to discuss the progress of said projects as well as having project leads met with their own teams as well in order to maintain stable communication allowing for shortfalls to be identified and addressed. It also appears the IT department is undermanned and lacking in experience with I propose some form of training program to elevate current junior programmers if obtaining additional senior staff isn’t likely due to existing budget issues. Dan’s management style isn’t the sole contributor but is a major reason for these problems. Dan doesn’t seem to have a solid grasp of the team and resources he’s working with taking on too many projects too fast in order to impress. He’s then trying to showing things through rose tinted glasses in order to get the additional support that is now required because of the tremendous load he’s took on without being able to provide concrete evidence that his work is worth the additional sunk cost.

13.1 Question 2 I could suggest weekly or bi-weekly progress reports that would allow the detection of any possible delays or budget shortcomings as well as monitoring the accomplishments of critical objectives or milestones which could be a deeper evaluation point to make any pivots if necessary and relay progress to stakeholders like the president. Also should try to identify any potential risks and take steps to minimize these risks if they do occur