PROJECT MANAGEMENT:
PERSPECTIVE, PLANNING AND IMPLEMENTATION

CASE STUDY REPORTS:

1. Team Problems

2. An Electronics Company

CONTENTS

Section Description Page

1 team problems 1

1.1 executive summary 1

1.2 INTRODUCTION 1

1.3 PROBLEM ANALYSIS 2

1.4 HANDLING CONFLICT 3 1.4.1 Avoiding or Withdrawing 3 1.4.2 Competing or Forcing 3 1.4.3 Accommodating or Smoothing 4 1.4.4 Compromising 4 1.4.5 Collaborating, Confronting, or Problem Solving 4

1.5 PROBLEM SOLVING 4

1.6 PREVENTING CONFLICT 5

1.7 CONCLUSION 6

team problems

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1 executive summary

A case study was presented involving a problem within a project team responsible for designing hardware and software systems. Symptoms of the problem were marked by a delay in the project schedule causing the team to be set back by a month. The working environment had also been adversely affected by the conflict.

The case study made mention of the fact that the Project Manager had an open-door policy and conducted weekly project team meetings. In spite of this fact, the Project Manager was unaware of the setback to the schedule although he was conscious of the fact that one of the Project Team Leaders was under a due amount of stress as a result of personal issues occurring at home.

The effectiveness, or lack thereof, of the project team can make the difference between project success and project failure (Clements & Gido, 2012: 330). The ultimate goal in any project is to achieve the project objective effectively and efficiently.

The problem presented would inevitably impede the team’s ability to be