The document discusses three topics related to project management: 1) Whether a project manager should have authority to increase or decrease staffing levels, with justification provided that staff changes should be coordinated with functional managers. 2) Whether a highly skilled piping engineer would make a good addition to a project team, despite being denied transfers previously, concluding specialized skills may not directly translate. 3) Whether a system of "check people" monitoring unauthorized work assignments above employees' grades could work, determining it could if properly implementing job leveling based on skills and opportunities.

1. Critical Analysis in Project Management
1. (20pts)Nikko Cruz made the following remarks:
His [project manager’s] staff should be qualified to provide personal
administrative and technical support. he should have sufficient authority to increase or
decrease his staff as necessary throughout the life of the project. This authorization
should include selective augmentation for varying periods of time from the supporting
functional areas.
Question: Do you agree or disagree with these statements? Should the type of project
or type of organization play a dominant role in your answer? Justify your answer
Yes, in terms of providing a personal administrative and technical support, I would
agree because that is the designated functional role for them. But in terms of
authorizing a project manager’s staff to increase and decrease an employee, I would
disagree. They may have the power to manage and lead the team and heard the
insights and knowledge of the members that will be helpful for the project, but they are
also have a limitation to the management.
In times like the life-cycle of the project is on-going, the making of each progress
would be affected. It’s because adding and removing an employee is a crucial part of
the management. It makes the project management force a way of an unwanted
decision making that will be a regret for the company later on. And a project manager or
even the staffs have at least a team spirit to coordinate with the situation as the project
goes on by trying the team members to match to the work that they are capable to
achieve the best performance. And yes, it plays a dominant role in my answer, a project
manager’s staff should act according to their roles and direct the action of others to
achieve the proper objectives.
2. (10pts)Charles Dela Cruz is the most knowledgeable piping engineer in the
company. For five years, the company has turned down his application for
transfer to project engineering and project management, stating that he is too
valuable to the company in his current position. If you were a project manager,
would you want this individual as part of your functional team? how should an
organization cope with this situation?
No, I don’t think for Charles to be enough to take the position. First, is that being a
Piping Engineer is too different from the scope of Project Engineering and Project

2. Management. If I were a project manager, he should met the skills that are required to
be capable. I don’t think I am wanting for this, he may be fitted because of his expertise
unless there is an equally skilled involve that is capable for Charles to lead an
engineering project. Second, it is not that easy to take over the position because it is too
general for the company and it involves a critical knowledge to become one of it. If I
were the project manager, there are some difficulties and consequences applying the
“change” for the company. There would be a lack of understanding and implementation
of transferring Charles from being the best piping engineer to project engineering and
management. Being too valuable doesn’t mean you are capable to be fitted on that
position because there are many fundamental changes needed to learn for the sake of
the company.
3. (10pts) A major utility company is worried about the project manager’s upgrading
functional employees. On an eight-month project that employs four hundred full-
time project employees, the department managers have set up “check” people
whose responsibility is to see that functional employees do not have
unauthorized (i.e., not approved by the functional manager) work assignments
above their current grade level. Can this system work? What if the work is at a
position below their grade level?
In my own understanding, this system may be able to work. Job leveling is a
systematic method in which you would check and assign people to their job position
according to their value within the organization. In this case, it may be possible to
upgrade their current level but in my own understanding, it is much better to select from
400 employee who will be appropriate. If we are looking for the advantage of the
situation, this system would be possible because it would give opportunity to the HR
management to see the potential in framework and to understand the concrete things
they need to focus on. With the right job leveling structure in place, you can create an
environment that fosters the success of employees within your organization. The more
your job leveling is informed by market comparisons, hiring managers, and
employee feedback, the more it will be catered to the needs of your specific company
and create a more equitable workplace.