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Project For A New System   Unit 4 Ip
 

Project For A New System Unit 4 Ip

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In this Assignment there is one subordinate manager named Carly that is working on a project for a new system scheduled to market on the 1st of the year but the project is going rather slow. Carly ...

In this Assignment there is one subordinate manager named Carly that is working on a project for a new system scheduled to market on the 1st of the year but the project is going rather slow. Carly complains quite often about another team member named Morris. The tension is high so a meeting was held with both of them where it became evident that Carly exaggerates her stories a lot. It turns out that Morris is the one who is treated unfairly and other members of the team feel Carly just feels threatened by Morris. An explanation of why Carly didn’t come to me sooner to discuss the project delays will be discussed as well as an explanation of why Carly hasn’t had conversation with Morris or vice versa about their differences. A personal opinion will be given as to how each of them would possibly respond to this type of conversation as well as a detailed explanation of what the biggest problem is with the way these team members interact. A remedy will be shown to provide an answer as to what they could do as well as an outlook on whether Carly should continue to serve as Project Manager. I will give detailed information on how a situation like this should be handled and come up with a plan to remedy the problem. Also an outline plan will be created in order to get the project back on track for the January 1st release. The thesis for this project is “A separated team will result in failure, but together will achieve more.”

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    Project For A New System   Unit 4 Ip Project For A New System Unit 4 Ip Document Transcript

    • Running Head: PROJECT FOR A NEW SYSTEM<br />Project for a New System<br />Carla J. McCoy<br />Unit 4 Individual Projects – MGT110<br />April 14th, 2009<br />American InterContinental University<br />Abstract<br />In this Assignment there is one subordinate manager named Carly that is working on a project for a new system scheduled to market on the 1st of the year but the project is going rather slow. Carly complains quite often about another team member named Morris. The tension is high so a meeting was held with both of them where it became evident that Carly exaggerates her stories a lot. It turns out that Morris is the one who is treated unfairly and other members of the team feel Carly just feels threatened by Morris. An explanation of why Carly didn’t come to me sooner to discuss the project delays will be discussed as well as an explanation of why Carly hasn’t had conversation with Morris or vice versa about their differences. A personal opinion will be given as to how each of them would possibly respond to this type of conversation as well as a detailed explanation of what the biggest problem is with the way these team members interact. A remedy will be shown to provide an answer as to what they could do as well as an outlook on whether Carly should continue to serve as Project Manager. I will give detailed information on how a situation like this should be handled and come up with a plan to remedy the problem. Also an outline plan will be created in order to get the project back on track for the January 1st release. The thesis for this project is “A separated team will result in failure, but together will achieve more.”<br />Introduction<br />Carly appears to have quite a problem with Morris and complains that he is always contradicting her and disagreeing with her in front of the entire team. Carly has accused Morris of acting in such a way because he feels he is smarter than she is and that he has a higher level degree than she does. Carly has also made the statement that she has not spoken to Morris about this problem because he wouldn’t listen. After a meeting it’s obvious that Carly was exaggerating her story and it turns out that Morris is being treated unfairly compared to the rest of the team. Although this type of barrier happens often in the workplace in this particular situation the other team members feel that Carly feels threatened by Morris and the type of atmosphere she has created has separated her team which will more than likely result in failure. Let’s move on to see why Carly didn’t come to me sooner to discuss the project delays. (AIU Online, 2009) <br />Discuss Project Delays<br />This type of situation happens often in the workplace which is a type of barrier to effective delegation. Being as Carly is heading up a project for this new system that is scheduled to market on the 1st of the year one thing she needs to realize where Morris and other team members are concerned is that they may not do things exactly the way she would. Carly has been so busy placing value on the conflict she has with Morris rather than placing value on the relationships between them that the project has gotten behind in schedule. Carly has created tension among her and her team members by feeling threatened by Morris and has gone to the point of exaggerating her story where Morris is concerned. In this case Carly has not been a responsible Manager and is lacking in team leadership. It would appear tome that the goal was lost along the way among the absence of cohesiveness. Carly has done quite a bit of finger pointing towards Morris and instead she should have been taken a consultative approach and respected the opinions of each team member as well as be respected by her team and stayed on track with the project schedule. (Gido & Clements, 2009)<br />Conversation on Differences and Conversation Responses<br />Carly did not speak to Morris to discuss their differences because she does not have a clear purpose and having that lack can be dangerous to the business. Carly needed to have a clear purpose on aligning and motivating her team if she was going to speak to Morris. Carly should support their decision making and encourage creative insights and performance which would normally lead to success prior to speaking to Morris. Being a Project Manager, Carly needed to make sure that her team was happy and that they also had room to breathe which she didn’t do with Morris. Carly did not define a scope and there was no common understanding of a clear articulated purpose which is actually crucial to a project. Carly should have presented some realistic and measurable expectations in order to achieve the purpose for the project, but instead she didn’t and did not communicate effectively with Morris on their issues. If Carly had a conversation with Morris I believe the way they would have responded to one another would have been in goal clarity because there would be discussion about what levels they were at in the project today, where they would have been tomorrow and how they would get there and with the conflict at hand between the two of them I don’t feel this would have been achieved. (Gido & Clements, 2009)<br />Team Member Interaction<br />The biggest problem with the way these team members interact is that they don’t. There has not been efficient communication between any of them because Carly is to busy placing her value on complaining. Carly doesn’t seem to have the ability to develop people or give excellent communication skills. Her Interpersonal skills are lacking severely and instead of handling stress she is causing it. Her time management skills are pretty far off as well because the entire project is not on schedule. Rather than Carly inspiring her team to get things done she’s complaining which leaves a poor impact on her team. It’s clear that good leadership requires direction, but Carly has not determined what needs to be done or even how to get it done. Instead of Carly complaining about Morris so much she should be empowering him along with the rest of the team as well as setting guidelines. Carly has provided a negative impact on the schedule, the work, and the budget of this project. If Carly has done any favors for anyone it would be that there’s a possibility that she advised her team to seek advice from other team members but in this case the only advice the team can have at this point is how Morris is actually being treated unfairly and how they feel Carly feels threatened by Morris. This is very unprofessional. (Gido & Clements, 2009)<br />What they could do to remedy the problem would be for Carly to either step down as Project Manager and allow someone else to take over the Project or she could stop complaining and begin doing her job by communicating with her team and allowing them to have the authority to make their own decisions when it comes to getting their part of the delegation finished for the project. Carly could also inspire her team to work as a team in order to implement a plan and create a vision of the final results and benefits of this project. Carly would do well to provide guidance to her team and establish parameters and encourage her team to implement a remedy for problems they may have providing the project doesn’t over-run the schedule or budget. Carly needs to let go a little bit and also have discussions with her team members where she would seek advice from all of them about the project. Carly needs to recognize her team members for what they are doing by giving praise, some kind of sign of appreciation or verbal encouragement and possibly even rewards that would stimulate their desired behavior. (Gido & Clements, 2009)<br />Carly as Project Manager<br />I do not feel Carly should continue as Project Manager because she has not done anything constructive for this project. The only thing on her mind is complaining about Morris which she exaggerates when she does that. Carly has allowed the schedule to fall behind which will in the long run affect the budget as well. She has negative comments by bad mouthing Morris all the time and placing blame on him when in reality it is him who is the one being mistreated. This is a very unprofessional thing for Carly to have done and one that should not be acceptable. Carly would probably make a good Project Manager If she didn’t allow these barriers to get in her way but instead she has exhibited the type of attitude that portrays her as one of those project team managers that just “lets things happen, and has left everyone wondering what happened” when she should have been “making things happen” instead. (Gido & Clements, 2009)<br />Addressing the Situation<br /> If Carly could stop bad mouthing Morris long enough to actually realize how far behind the schedule has gotten for the project I believe there is a possibility that she could possibly see and even hear that her team members telling her that the accomplishment of the project they were working on is in jeopardy. With the project falling behind schedule, Carly needs to lead the problem solving effort. Carly needs to realize what she’s done wrong here rather than placing the blame on Morris or anyone else and take responsibility for her own actions. First of all I would think once she realizes this she would make a formal apology to Morris and the rest of the team which clarifies that she really understands the problem at hand. Carly would need to get input from all of her team members and ask them for suggestions on how the problem could be solved. This is where Carly’s analytical skills would come in so she could evaluate the information and develop an optimal solution. She needs to take the solutions she’s developed and review whether or not these solutions could possibly affect other parts of the project such as relationships with upper management or customers. Once she has developed the answer to this question and has obtained an optimal solution she would need to delegate implementation of the solution among the appropriate members of her project team. (Gido & Clements, 2009) <br />
      • Being as this project has fallen behind schedule which jeopardizes the completion date as well as the budget; this team needs to pull together with a disciplined, effective and creative approach. A suggestion to do that would be to take a nine step approach which should be followed by discussions of brainstorming among the entire team. Here is where we will begin to take a look at Carly’s leadership skills and characteristics to see if she can actually get this project back on schedule. Here are the nine steps Carly should take listed below: (Gido & Clements, 2009)
      • Develop a problem Statement – Carly needs to make a written statement of the problem that also contains definition and boundaries to the problem. What this will do is provide a vehicle for the rest of her team to agree or disagree about the nature of the original problem they are trying to solve. Carly needs to include a quantitative measure of the extent of the problem as well so that later on if an evaluation was to occur then not just any measure can be used as criteria if it’s specific. (Gido & Clements, 2009)
      • Identify potential causes of the problem – This is where brainstorming comes in and Carly needs to get her team together for a meeting or discussion to get spontaneous ideas from her team members. Prior to selecting a solution to the problem they need to make sure they have explored various options and possibilities. Brainstorming will not only create creativity, better solutions, excitement and commitment but it will also allow room for Building. Carly has made it clear in the Building process would be No discussion and No judgmental comments are to be made. This is where ideas are stated but not discussed and other team members are not allowed to comment or make judgment or even ask questions during this process. Carly would need to stress to her team members that during this process there would also be no coughing, smirks, sighs, body language or raised eyebrows which can send judgmental messages. (Gido & Clements, 2009)
      • Gather data and verify the most likely causes – During the problem solving process it is likely that the team is reacting to symptoms rather than the original problem and it’s very important for the team to go beyond those symptoms as well as gather facts prior to moving on to the next process. A good way to do this would be in Interviewing people, running tests, asking questions, analyzing data and reading reports which take time but must be done. (Gido & Clements, 2009)
      • Identify possible solutions – This team needs to be very careful not to jump to the first solution that was suggested as well as jumping to the most obvious solution because they will only be disappointed later on. This is where all the brainstorming comes in very handy. (Gido & Clements, 2009)
      • Evaluate the alternative solutions – The team needs to evaluate each and every potential solution at this point but they also nee d to ask “Evaluate against what?” This is where the establishment of Criteria is important and put them against the possible alternative solutions to be evaluated. Evaluation Scorecards are useful for the team to use at this point in order to weight each criterion differently. The team will then be able to see if things such as the cost of implementing the solution are weighted more that estimated time to implement this process. This can be time consuming especially if price estimates are needed from other vendors or suppliers. Each team member needs to complete an evaluation scorecard for each possible solution which will be used in the next step. (Gido & Clements, 2009)
      • Determine the best solution – Once the evaluation scorecards are completed a solving team will need to determine which solutions are the best to use which becomes a basis for team members to be able to discuss among one another. They need to keep in mind though that these scorecards are not to be used as a sole mechanism in the determination of the best solution but rather need to be used as input during the decision making process. This is where it becomes evident as to whether a well rounded team has been developed in terms of relevant expertise. Knowledge, expertise and evaluation scorecards are important during this process. (Gido & Clements, 2009)
      • Revise the project plan – This is where a plan needs to be prepared in implementing the solution(s) selected. Tasks, estimated costs and durations need to be identified as well as the people and resources needed for the tasks. Only project team members responsible for implementing the solution should develop the planning information which can be incorporated in the overall project plan to come up with a determination of the impact of the solution and what the impact will have on other parts of the project. The team needs to be careful. Not to allow the solution to let the project fall any further behind than it already is at this point which could jeopardize the completion date. They also need to keep in mind that the solution may have to be revisited later on during this project. (Gido & Clements, 2009)
      • Implement the solution – This is where all project team members should implement their respective tasks. (Gido & Clements, 2009)
      • Determine whether the problem has been solved – When the solution has been implemented and tasks have been set on their way a determination of whether the problem has actually been solved or not needs to be evident. It would be good for the team at this point to go back to the problem statement and compare results. The team also needs to ask themselves “Did the selected solution accomplish what we hoped it would?” and “Is the problem solved?” This is where it becomes evident whether or not the solution has partially solve the problem or if it even solved the problem at all. If by chance the problem has not been solved the team needs to go back to Identifying Potential causes of the problem and Gathering data and verifying the causes in order to see what else could be causing the problem. (Gido & Clements, 2009)
      Conclusion<br />If a team doesn’t work together and ends up separated then failure is bound to be evident. A team needs to work together to achieve more and get project management plans scheduled and delivered on time. Although Carly displayed some bad and negative behavior she also pulled her team together and put her own personal feelings aside in order to get this project back on track. If Carly would not have been able to do this in a timely manner, her leadership role would have needed to be eliminated and given to someone else who could handle the job. This type of behavior shows just how important it is to be an effective leader and having an effective leader is also like having someone who has effective listening skills. Things get done with leaders who possess good quality leadership. Steps need to be taken for most things we do in life but when it comes to businesses and organizations, customers count on you to hand them good quality work that’s cost efficient and delivered on time and that’s the type of project team we all need to have. (AIU Online, 2009) <br />Resources<br />AIU Online, (2009) The Team Unit 4 Discussion Board Assignment, MGT110 Classroom<br /> Retrieved on April 18th, 2009 from: https://mycampus.aiu-online.com <br />Gido, J., & Clements, P., (2009) Successful Project Management (3rd Ed.)<br /> Thompson, retrieved on April 18th, 2009 from AIU eBook : https://mycampus.aiu-online.com <br />