Task 1
a )Why is teamwork important in projects?
b )Outline the steps for building a new project team.
c )Refer to the case study below:
i.How would you describe Wendy’s leadership style and what were the main factors
that motivated her team?
ii.What aspects of Wendy’s style do you think are typical of good project managers?
iii.What did Wendy do that helped the team manage the stress created by the project’s
time and cost constraints?
Wendy Smith had worked for over 20 years as a successful project manager, but even with that
background she found the Newview Project frustrating and overwhelming. Soon after being
assigned to the project she met with John Wax, vice president of communications. “Wendy,” he
said, “the long and short of it is that the Newview Project must be completed and operational
within 6 months.” She had already estimated the project would take about a year and
protested. Wax became annoyed and told her “Just do it!” Wendy scoured the company for the
best people she could find, settling on four young technical analysts from different
departments. None of them was people oriented or very good at communicating; technically,
however, they were the best. Upon reviewing the project requirements, they all agreed: it
would take a year-at least. When Wendy reported back to Wax, he said, simply, “If you don’t
finish this in 6 months, you’re fired. That’s a promise!”
So Wendy set the team to work. Everyone knew Wax’s deadline. At one point he dropped by to
say that if they didn’t succeed they would all be fired. This unnerved the analysts, but Wendy
promised them that if anyone were to be fired, it would be her, not them. She also promised
that she would handle all dealings with Wax, buffer them from his abuse, and take
responsibility for any delays or problems. The team warmed to Wendy and set out to work-on
average 6 days a week, 15-20 hours a day. Wendy never left them; if they were working, so was
she. She started bringing cakes-lots of cakes-acting like a “den mother,” and treating the team
like they were family. Indeed, given the long hours, the team seldom saw their real families and
Wendy’s maternal care seemed to fill a void.
Several months into the project, Wax stormed in and asked Wendy why she had requested
help from two outside consultants. She said despite the unbearably long work hours, the team
was still behind and needed additional resources to meet the deadline. Wax fumed that he was
not about to hire any consultants. Wendy looked him straight in the eyes. “You don’t, and I
quit!” Wax knew she was serious. “Alright,” he said, “but that’s all you’ll get.” The team was
amazed: Wendy had stood up to the vice president. This bonded them even more and united
them against the common “enemy.”
The intense pressure, long hours, strong competency of the team, and Wendy’s nurturing
worked: the team finished the project 2 weeks early and under budget–even with the expense
of the two consultants. But ultimately the project was a failure because the Newview system
that Wax had demanded did not provide any new benefits to its users. Wax had never talked to
the users; Newview was his own “pet” project. A year later, he was gone from the company.
Task 2
Construction of the new Information Resource building at NorthWales University
[NWU] is completed on time and on budget. Administrators at NWU and managers at
Speedy Construction Company, the building’s main contractor, are very pleased with
the results. Besides meeting schedule and cost targets, the building and its equipment,
including facilities and a variety of computer and technical equipment/installations
intended to augment learning, appear to have met all of the technical requirements.
Much of the technology is leading edge, and some of it is being applied for the first
time ever in a learning/teaching environment by NWU. By all accounts the project is a
success.
After reviewing and confirming that all of Speedy’s obligations for the project have
been met, Joe Smith, the project manager, meets with Susan Cash, NWU’s vice
principal of finance, and Ronald Pipe, vice principal estates and facilities, to finalise
details of project termination and payment. The meeting goes well, and ends with
discussion of future projects at NWU and possible involvement of the Speedy
Construction Company. After the meeting Joe returns to his office, whereupon the
director of Speedy’s PMO [Project Management Office] asks him if he plans to do a
post-completion project review. “Nope”, quipped Joe, “no need to. The project was a
success and everything went just as planned”.
A few months later, Susan and Ronald give a final presentation on the project to NWU’s
Chancellor, reporting that it met all the technical and building requirements, the
schedule, and the budget. In fact, they say, given the positive outcome of the project,
some of the new technology in the building should be installed in other campus
buildings and Speedy hired to oversee it. “Not so fast” says the chancellor. “I’ve heard
reports that students and faculty find the new technology confusing, difficult to use,
and maybe irrelevant. In fact, some of the rooms in the building are vacant due to lack
of use. Other rooms are crowded, but students go there to socialise or relax, not to
take advantage of any sophisticated learning technologies. I don’t know what the
problem is – if it’s with the technology or with the way Speedy handled it”.
- Discuss Joe’s neglect to conduct a post-completion project review.
- Is a post-completion review unnecessary whenever a project is considered a success?
- Is the project really a success? – Critically appraise Joe’s view of the project’s success.
- What follow-up processes should Speedy and NWU have implemented after the project was completed?
