Case Study 1: A Day in the Life
Rachel, the project manager of a large information systems project, arrives at her office early to get caught up with work before her co- workers and project team arrive. However, as she enters the office she meets Neil, one of her fellow project managers, who also wants to get an early start on the day. Neil has just completed a project overseas. They spend 10 minutes socializing and catching up on personal news.
It takes Rachel 10 minutes to get to her office and settle in. She then checks her voice mail and turns on her computer. She was at her client’s site the day before until 7: 30 P. M. and has not checked her e- mail or voice mail since 3: 30 P. M. the previous day. There are 7 phone messages, 16 e- mails, and 4 notes left on her desk. She spends 15 minutes reviewing her schedule and “ todo” lists for the day before responding to messages that require immediate attention. Rachel spends the next 25 minutes going over project reports and preparing for the weekly status meeting. Her boss, who just arrived at the office, interrupts her. They spend 20 minutes discussing the project. He shares a rumor that a team member is using stimulants on the job. She tells him that she has not seen any-thing suspicious but will keep an eye on the team member. The 9: 00 A. M. project status meeting starts 15 minutes late because two of the team members have to finish a job for a client. Several people go to the cafeteria to get coffee and doughnuts while others discuss last night’s baseball game. The team members arrive, and the remaining 45 minutes of the progress review meet-ing surface project issues that have to be addressed and assigned for action. After the meeting Rachel goes down the hallway to meet with Victoria, another IS project manager. They spend 30 minutes reviewing project assignments since the two of them share personnel. Victoria’s project is behind schedule and in need of help. They broker a deal that should get Victoria’s project back on track. She returns to her office and makes several phone calls and returns several e- mails before walking downstairs to visit with members of her project team. Her intent is to follow up on an issue that had surfaced in the status report meeting. However, her simple, “ Hi guys, how are things going?” elicits a stream of disgrun-tled responses from the “ troops.” After listening patiently for over 20 minutes, she realizes that among other things several of the client’s managers are beginning to request features that were not in the original project scope statement. She tells her people that she will get on this right away.
Returning to her office she tries to call her counterpart John at the client firm but is told that he is not expected back from lunch for another hour. At this time, Eddie drops by and says, “ Howabout lunch?” Eddie works in the finance office and they spend the next half hour in the company cafeteria gossiping about internal politics. She is surprised to hear that Jonah Johnson, the director of systems projects, may join another firm. Jonah has always been a powerful ally. She returns to her office, answers a few more e- mails, and finally gets through to John. They spend 30 minutes going over the problem. The conversation ends with John promising to do some investigating and to get back to her as soon as possible. Rachel puts a “ Do not disturb” sign on her door, and lies down in her office. She listens to the third and fourth movement of Ravel’s string quartet in F on headphones. Rachel then takes the elevator down to the third floor and talks to the purchas-ing agent assigned to her project. They spend the next 30 minutes exploring ways of getting necessary equipment to the project site earlier than planned. She finally authorizes express delivery. When she returns to her office, her calendar reminds her that she is scheduled to participate in a conference call at 2: 30. It takes 15 minutes for everyone to get online. During this time, Rachel catches up on some e- mail. The next hour is spent exchanging information about the technical requirements associated with a new version of a software package they are using on systems projects like hers.
Rachel decides to stretch her legs and goes on a walk down the hallway where she engages in brief conversations with various co- workers. She goes out of her way to thank Chandra for his thoughtful analysis at the status report meeting. She returns to find that John has left a message for her to call him back ASAP. She contacts John, who informs her that, according to his people, her firm’s marketing rep had made certain promises about specific features her system would provide. He doesn’t know how this communication breakdown occurred, but his people are pretty upset over the situation. Rachel thanks John for the information and immediately takes the stairs to where the marketing group resides. She asks to see Mary, a senior marketing manager. She waits 10 minutes before being invited into her office. After a heated discussion, she leaves 40 minutes later with Mary agreeing to talk to her people about what was promised and what was not promised. She goes downstairs to her people to give them an update on what is happen-ing. They spend 30 minutes reviewing the impact the client’s requests could have on the project schedule. She also shares with them the schedule changes she and Victoria had agreed to. After she says good night to her team, she heads upstairs to her boss’s office and spends 20 minutes updating him on key events of the day. She returns to her office and spends 30 minutes reviewing e- mails and project documents. She logs on to the MS project schedule of her project and spends the next 30 minutes working with “ what- if” scenarios. She reviews tomorrow’s sched-uleand writes some personal reminders before starting off on her 30- minute commute home.
1. How effectively do you think Rachel spent her day?
2. What does the case tell you about what it is like to be a project manager?
+ Context and Background Information
+ Identification of the Main Issues/ Problems
+ Analysis of the Issues
+ Questions Answers
1. As I would like to think, how she went through her day is very powerful. Since she has a blend of unwinding and difficult work modes. She can likewise deal with her project on time and has an awesome social connection by help another project that is bogged down to be in the groove again.
She has generally excellent arranging both in the first part of the day and night. Be that as it may, if the correspondence breakdown was not happening and no week by week status meeting, she will utilize just 20 minutes to tune in to their colleagues in a single day. I think this is short of what it ought to be. As a matter of fact, the conversation between the manager and gathering part is huge so as to keep the project on target and develop their relationship. At the point when the correspondence breakdown happened, Rachel was not dread to confront the issue yet then again, she gives her examination aptitude by she prompt recognize the underlying drivers of the issue by talking about with another office where the issue happened. Likewise, after complete the process of characterizing underlying driver she gives her great coordination aptitude by legitimately report to her chief and give her group recognize what's going on and checking on the effect that could have on this project. In any case, her project can follow a timetable when she just met colleagues 20 minutes per day. This is perhaps a result of her capacity to control/oversee individuals.
2. A project manager isn't care for different managers since they need to manage non-normal and complex errands. Project managers need to perform various works and issues every day. Likewise, project managers are in the center spot between their chief and colleague so; the project manager must be an immediate connection between the two gatherings.
Rachel's day underscores three key
capacities project managers invest their energy
a. Building and continuing relational relations. Project managers need to organize and grow great working relations with colleagues and other project partners.
b. Data social affair and scattering. Project managers are the data center point for their projects. They are inconsistent correspondence with different partners, gathering data from different sources, and sending it to those who have a need to know.
c. Dynamic. Project managers talk with different individuals to make choices important to finish the project.
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