Case: Tom Bray Tom Bray was mulling over today’s work schedule as he looked across the bay at the storm that was rolling in. It was the second official day of the Pegasus project and now the real work was about to begin. Pegasus was a two-month renovation project for AtlantiCorp, a major financial institution headquartered in Boston, Massachusetts. Tom’s group was responsible for installing the furniture and equipment in the newly renovated Accounts Receivable Department on the third floor. The Pegasus project was a dedicated project team formed out of AtlantiCorp’s Facilities Department, with Tom as the project lead. Tom was excited because this was his first major league project and he was looking forward to practicing a new management style—management by wandering around (MBWA). He had been exposed to MBWA in a business class in college, but it wasn’t until he attended an AtlantiCorp leadership training seminar that he decided to change how he managed people. The trainer was a devout MBWA champion (“You can’t manage people from a computer!”). Furthermore, the testimonies from his peers reinforced the difference that MBWA can make when it comes to working on projects. Tom had joined the facilities group at AtlantiCorp five years earlier after working for Electronic Data Systems for six years. He quickly demonstrated technical competencies and good work habits. He was encouraged to take all the internal project management workshops offered by AtlantiCorp. On his last two projects he served as assistant project manager responsible for procurement and contract management. He had read books about the soft side of project management, and MBWA made sense—after all, people, not tools, get projects done. His boss had told him he needed to refine his people skills and work on developing rapport with team members. MBWA seemed like a perfect solution. Tom reviewed the list of team member names; some of the foreign names were real tongue twisters. For example, one of his better workers was from Thailand and her name was Pinyarat Sirisomboonsuk. He practiced saying “Pin-ya-răt See-rē-som-boon-sook.” He got up, tucked in his shirt, and walked out of his office and down to the floor where his team was busy unloading equipment. Tom said “Hi” to the first few workers he met until he encountered Jack and three other workers. Jack was busy pulling hardware out of a box while his teammates were standing around, talking. Tom blurted, “Come on, guys, we’ve got work to do.” They quickly separated and began unloading boxes. The rest of the visit seemed to go well. He helped Steve unload a heavy box and managed to get an appreciative grin from Pinyarat when he almost correctly pronounced her name. Satisfied, Tom went back up to his office, thinking that MBWA wouldn’t be that tough to do. After responding to e-mails and calling some vendors, Tom ventured back out to see how things were going downstairs. When he got there, the floor was weirdly quiet. People were busy doing their work, and his attempts at generating conversation elicited stiff responses. He left thinking that maybe MBWA is going to be tougher than he thought. Questions: 1. what is the effect of Tom's choice of management style on the staff and project costs
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
Case: Tom Bray
Tom Bray was mulling over today’s work schedule as he looked across the bay at the storm that was rolling in. It was the second official day of the Pegasus project and now the real work was about to begin. Pegasus was a two-month renovation project for AtlantiCorp, a major financial institution headquartered in Boston, Massachusetts. Tom’s group was responsible for installing the furniture and equipment in the newly renovated Accounts Receivable Department on the third floor. The Pegasus project was a dedicated project team formed out of AtlantiCorp’s Facilities Department, with Tom as the project lead. Tom was excited because this was his first major league project and he was looking forward to practicing a new management style—management by wandering around (MBWA). He had been exposed to MBWA in a business class in college, but it wasn’t until he attended an AtlantiCorp leadership training seminar that he decided to change how he managed people. The trainer was a devout MBWA champion (“You can’t manage people from a computer!”). Furthermore, the testimonies from his peers reinforced the difference that MBWA can make when it comes to working on projects. Tom had joined the facilities group at AtlantiCorp five years earlier after working for Electronic Data Systems for six years. He quickly demonstrated technical competencies and good work habits. He was encouraged to take all the internal project management workshops offered by AtlantiCorp. On his last two projects he served as assistant project manager responsible for procurement and contract management. He had read books about the soft side of project management, and MBWA made sense—after all, people, not tools, get projects done. His boss had told him he needed to refine his people skills and work on developing rapport with team members. MBWA seemed like a perfect solution.
Tom reviewed the list of team member names; some of the foreign names were real tongue twisters. For example, one of his better workers was from Thailand and her name was Pinyarat Sirisomboonsuk. He practiced saying “Pin-ya-răt See-rē-som-boon-sook.” He got up, tucked in his shirt, and walked out of his office and down to the floor where his team was busy unloading equipment. Tom said “Hi” to the first few workers he met until he encountered Jack and three other workers. Jack was busy pulling hardware out of a box while his teammates were standing around, talking. Tom blurted, “Come on, guys, we’ve got work to do.” They quickly separated and began unloading boxes. The rest of the visit seemed to go well. He helped Steve unload a heavy box and managed to get an appreciative grin from Pinyarat when he almost correctly pronounced her name. Satisfied, Tom went back up to his office, thinking that MBWA wouldn’t be that tough to do. After responding to e-mails and calling some vendors, Tom ventured back out to see how things were going downstairs. When he got there, the floor was weirdly quiet. People were busy doing their work, and his attempts at generating conversation elicited stiff responses. He left thinking that maybe MBWA is going to be tougher than he thought.
Questions:
1. what is the effect of Tom's choice of management style on the staff and project costs
2. what is the predictions regarding Tom's next move
3. what are the implications of Tom's choice for fellow project managers
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