Estrada, Michelle Joy V.

BPA III-4

Chapter 3 Mini – Case Study

A day in the Life of a Project Manager

Dholi Ong, the project manager of a large information systems (IS) project
arrives earlier than most of her co-employees and project team. On the way to her
cubicle she meets Orly, one of her colleague. Orly has just completed a project abroad
and wanted to start working early too. They socialize and catch up on personal news
for around 10 minutes.
As soon as Ms. Ong has settled in her office, she verifies her voice mail and
turns her computer for emails. Until 7:30pm she was at here client’s place and so she
was not able to check either her voice mails or emails. All in all she has 10 phone
messages, 18 emails, and 5 notes pasted on her desk. She makes a 15 minutes review
of her schedule for the day and replies to important messages.
For the nest 25 minutes she goes over some project reports and prepares for
the weekly status meeting. She was cut-short by her boss who just arrived in her office.
They discuss the project for around 20 minutes . Her boss shares a rumor that one of
her team member is using “shabu”, a prohibited drug. She promises to observe him
though at this point has not seen anything suspicious.
The project status meeting started at 9:00am. For about 45 minutes of the
progress review meeting, some issues has identified, addressed and assigned for
action. Two members of the team arrive 10 minutes before the adjournment of the
meeting because they have Rachel bring her project back on track.
She returns to her office and before meeting her project team, she makes
several phone calls and replies on some emails. The intention of the meeting is to make
a follow up on issues that have surfaced from the status report meeting earlier.
However, it turned out that there are some client’s managers requesting for features
which are not part of the original project scope statement. For more than 20 minutes
she patiently listened to this requests and promised her team that she will resolve this
immediately.
Ms. Ong took her lunch before finally returning to her office. She puts “ Do not
disturb” sign in front of her door. She lies down on her office, puts her headphones and
listens to her favorite music.
After a short break, she takes the elevator up to the fifth floor and speaks to
the purchasing employee assign to her project. They talk for 30 minutes on ways to get
the necessary materials and equipment to the project location on time. She makes a
request for express delivery.
Back to her office she is reminder by her calendar of a webinar at 2:30pm where
she is a participant. It takes a lot 20 minutes to have everyone online. So, she decided
to catch up with some of her emails. A hour is spent for exchanging information about
the technical requirements of a new version of a software package similar to her present
project.
Ms. Ong settles on stretching her legs, so walks down the hallway and engages
on short tete-a-tete with colleagues. She thanks Angie for his brilliant analysis at the
status report meeting.
She makes a request to see Pam, a senior marketing manager. She stays on a
waiting area for 10 minutes before being invited to Pam’s office. After some argument
with her she leaves the room 40 minutes later with Pam agreeing to talk to her staff on
issues discussed.
She again meets her project team and tells them some updates. Together for
30minutes they make some review and analysis of the impact of the client’s requests on
the project schedule. She shares with them some changes with the schedule that to see
her boss. She spends 30 minutes assessing project documents and answering emails.
She registers on the MS project schedule of her project and spends another 30 minutes
working on “what if” scenarios. She makes a review of tomorrow’s schedule and jots
down some personal reminders for an extra 10 minutes before starting to head home.

Case Questions

1. Do you think Ms. Dholi Ong is able to spend her day wisely as a project
manager? Defend your answer.
Answer: I think yes, as a project manager has serious time management skills;
she manages her time wisely and she fully utilizes her every single minute of the
day at work. She arrived to her work earlier than her co-employee. She do it her
work immediately.

2. What are some of the skills that Ms. Ong possesses as a good project manager
based from the case?
Ms. Omg has a time management in her work, She do everything for her
work. She is a good project manager because he do her best in to her co-
employee, she is the best because she can manage her time for her
project.
3. What are some of problems that Ms. Ong as a project manager encounters
during the day? Name them.
Ms.Ong encounter problem when client started to make unexpected
requests which was not given prior to the signing of agreements. She was not
able to check either her voice mails or emails. She encounter that the team
member were arrive before the adjournment of the meeting.

4. How will you characterize the project team of Ms. Ong?

Ms. Ong makes sure that she gets idea from her every department. She
ensures that every members of her team knows the changes they made and
assuring their plans will work on the way they want it to. Assure that all the
materials, presentations and manpower are ready for the changes of the project.

5. What does the case tell you about being a project manager?
Based on the case Project manager is all about your responsibilities a day
by day and keep your project schedules on track to ensure that everything runs
efficiently. As a project manager you need to put yourself to help your companies
and improve organizations in a whole day.
Chapter 4 Mini-Case Study

A Tale of Two Projects

A business tale of what it takes to turn around troubled projects. The year is 2015
and times are good. The business environment is vibrant and the economy is strong.
Large businesses are committing large amounts of capital and resources to implement
new strategies, establish new capabilities, and open new markets. It was no different at
SerrCo, where Dholand works as a Director of Customer Relationship Management.
Dholand walked into work on Monday morning like any other. He dropped his
briefcase in his office, grabbed a cup of coffee and headed down the hall to meet with
boss, Brandon, about one of the company’s troubled projects. Although Dholand had
substantial experience, her had only recently joined SerrCo after being hired away from
a chief competitors. He was still learning about some of the nuances of his current
employer.
After, the typical morning chat, Brandon and Dholand got to topic at hand.”
Dholand, I’ll get straight to the point. I need to you to take over the Customer Master
File Project from Paul.” Brandon said. He continued, “We hired you because your
significant project management expertise. I know that you’ve turned around a lot more
difficult situations that this. “ Over an hour later, Dholand emerged from Brandon office
and set out to learn more about the challenge that Brandon’s had post to him.
Dholand was an experienced business leader and project manager. He had seen
more than his fair share of ugly project; some he turned around while other had spun
hopelessly out of control. He would be able to tell very quickly how this one would go
based on the make up and culture of the project team.
Trouble Waters
Over the course of the next few weeks, Dholand took over the customer master
file project, met with key project team members, and conducted dozens of interviews
with key stakeholders. It was only few weeks since Brandon had handed the key to him
for this troubled project, and now Dholand was back in Brandon’s office to give a rather
start update on the situation.
“Brandon, I’ve talked to the project team and to key stakeholders, and I know
why this project is in trouble,” Dholand started. “If you trully want me to turn this project
around, I’ll need your support to make some critical changes.”
Brandon, a 20-year veteran at SerrCo, knew what was coming. He had seen to
many projects start, flounder, and then fail at the company. He didn’t want to hear that
another project was on brink of failure, but he asked anyway, “what did you find out.,
Dholand, and what can I do to help?”

Dholand drew a deep breath and began to explain his finding. “ Brandon, as you
know this project has been in flight for nearly 6 months now and it is already behind
schedule and over budget. “ Dholand, went on, “ In talking to the project team and other
stakeholders, I don’t see the situation getting better without making some pretty
significant changes.”
Dholand’s experience helped him to quickly identify a number of critical isues
with the project, which he carefully outlined for Brandon:

 “ The scope of the project isn’t well defined,”

 “The IT architects are sitting in their ivory towers and disagree with the projects
direction,”
 “ The project team is not functioning as a team,”
 “ There is lack of clear executive sponsorship, and “
 “ Steve from marketing is trying to manipulate this project for his own political
gain.”

“I’m not going to sugar coat this for you brandon,” Dholand explained. “I’ve seen
this situation far to often in my career, and if we don’t change the situation this
project will fail in glorious fashion.”

Foundation for Success

Brandon knew that what dholand said was true, and he also knew that changing
the situation would be difficult, painful, and potentially costly. He reluctantly agreed
with Dholand, and together they laid out several changes.
“Thanks for working with me on this Brandon, “Dholand said. “Just to confirm, let
me summarize the changes that we agreed to implement:
 “ First, were going to stop the current project and recreate a clear and well-
defined scope and get consensus buy-in on the new scope.”
 “ Second, we’re going end the architectural holy wars by assigning key IT
architects to the project on a full time basis.”
 “ Third , we’re going to co-locate the team and assign members ton a full-time
basis on the project. No more part-time participation.
 “ Fourth, Brandon, you agree to be much more visible and an active
participants to drive key decision for the project, and”
 “Finally, Brandon – you are going to have a heart-to-heart with Steve and if
necessary his boss -to eliminate any political agendas that could derail the
project.”

Brandon and Dholand both agreed with the plan. Dholand knew that some of
these changes would be unpopular, but without them the project would be
doomed. He left Brandon’s office with a sense of relief and apprehension.
There was still a lot hard work and heavy lifting yet to be done…

Celebrations
Six months later, Dholand ran into Brandon I the break room as they both were
angling for their morning coffee refill. “ Dholand!”, Brandom shouted while patting
Dholand on the back. “Congratulations on getting the Customer Master File project
manager pilot. By all accounts, it has been a resounding success!” Brandon crowed.
“Thank you,” Dholand smiled and answered, “but you know it was pretty touch
and go after we met in your office to plan the project turnaround. There were a lot of
unhappy campers and several of them didn’t like the idea of being assigned 100% to
the project if you if you recall.”
“But we quickly converted them – and now I see a project team that is hitting
on all cylinders,” Dholand added. “In fact, Sharon told me she ready to quit six
months ago – and now she’s haier than ever and up for promotion.” Dholand
explained.
“I love it when a plan comes together,” Dholand said proudly as he turned to
walked away and take on his next big project.

Case Questions
1. What type of conflict/s is resented in this case? Name them.
2. Do you think Dholand’s recommended key changes really helped in the
success of the Customer Master File project? Defend your answer.
3. What fundamental issue (if there is any) causes the conflict in this case
that ould lead to the failure of the project being undertaken?
4. Did Dholand made use of principled negotiation? In what way?
5. If you were in the shoe of Dholand how would you resolve the issue at
hand? Exlained.
Chapter 5 Reinforcement Exercise

Direction: read the situation below and make creative answers on the questions
given.

As a college student, your studying is comparable to a matrix

environment. All students in the tertiary level have to attend to more than one
class and day must allot their time equally across all classes.

1. What difficulties does this situation generate for you?

The difficulties situation that generate me is being over-whelmed, panic
attack and minsan anxiety attack.

2. How does attending to a number of classes affect your academic

performance?
It will able to learn more, have fewer discipline problems, developed
better study and to become more successful.
3. How could the system be improve to make your life less complicated, more
enjoyable and more fruitful?
You have the power to become a success regardless of your look like,
how much money you earn, or who you do. Your success begins you’re
your choices to make positive changes in your life
Chapter 6 Reinforcement Exercise

Direction: You are given a project: A Rock Concert. Think of your project’s Work
Breakdown Structure as a huge tree diagram. You start at the base, with project
scope’s main objective, for example “ put on a Rock Concert”. Next break this
down a level to what “ putting on a Rock Concert” will entail, for example:
marketing, venue preparation, event management and the performance itself.
The Tree Diagram gets quite a visual challenge. You need a large piece of paper
to see it all!

A Rock
Concert

Venue Event
Marketing Performance
Preparation Management

Power and
Media
Location Stages Utility Artist
Facilities
Infrastructure

Media
Sound Power Filming Lightining
Facilities

Camera Speaker
Chapter 6 Mini-Case Study

The New Strategy

Mfr. Brey Serrano has been gib=ven the assignment to be the accounting project
manager for the second time this year. He really enjoys the challenges and the
opportunities for personal development given to him as a project manager. Admittedly,
he fears the interpersonal conflicts linked to this position. He at times finds himself a
overvalued nanny delegating assignment, checking and progress, and ,making certain
everyone is doing a fair share of job. Very recently Brey read an article on a very
unusual approach for the project manager and managing and controlling team
members. Well, he believes it is a good idea to make it a try on this project.
The project assigned to him is to evaluate the possibility of implementing an
activity – base – coasting (ABC) system for the organization. Brey has been the
manager supervising the implementation of the a process coasting system and same
division , so he felt very relaxed on his knock to direct the team and resolve this
question. He defined the objective of the project and detailed all the major tasks
involved as well as the subtasks. By the first meeting of the project team is held, Brey
felt more secure about the control and direction of the project than he had at the start of
any of his previous project. He had distinctively defined objectives and tasks of each
members and had assigned completion deadline for each task. He had even made
individual contract for each team member to sign as indication of their commitment for
completion of the assigned tasks per schedule deadlines. The meeting went very
effortlessly, with no comments from members of the team. Everyone picked up a copy
of the contract and went off to work on the project. Brey was overjoyed about the
success of the new strategy

Case Questions

1. Is Brey doing the right approach in project planning with his newly discovered
strategy?
Yes, I know that he doing his best for this project planning and he can
enjoyed what he doing his newly discovered strategy to become success.

2. If you are the project of this assignment given to Brey how will you construct of a
work breakdown structure of this? Design a simple WBS for this project.
Chapter Mini – Case Study

Rosa’s Plan

Rosa and her staff worked hand in hand for the two past weeks to create a plan
to establish a new standard for completing projects at Ortz Co. The Dog project
management team will be expanded to seven managers who will be responsible
for supervising the completion of the project from design to delivery to the
customer. A brief description of the responsibilities for the three new positions
follows (see the Figure 11 below)

Figure 11 Proposed Project Organization Chart for the Dog Project

Project Manager

Deputy Production Deputy Planning and

ys Manager Control Management
Electronic Systems Mechanics System QA Manager ILS Manager
Engineer Engineer

Team leader

Team leader

Team leader

Team leader