...The Blue Spider Project 1) During the 1960s and 70s major organizations had very little control over their internal operations. Parks Corporation was considered to be an organization that had uncontrolled work authorizations, capricious changing of plans, unsupported transfers of actual costs, inability to account for usage of material, and the absence of meaningful organization performance measurement. Park used a militia-disciplinary team where personnel were gathered from other areas of the organization to help with the Blue Spider Project. Gary Anderson was an engineer who was asked to be the project manager for the Blue Spider project; overall he was responsible for the project, but left the performance of the individual phases of the project to be performed by the functional mangers. Gary Anderson assigned, monitored and coordinated the work on the project team, but all of the functional managers, had their own supervisors that had the ultimate say so on what the functional manger could and couldn’t do. Upon program authorization or contract award, upper management should have issued a program directive to Gary. A directive contains the statement of work, the program schedule, the Work Breakdown Schedule WBS, the amount of appropriated budgets and other specific requirements as needed. This would have been helpful because personnel that were assigned to the project were later moved to another project. Because Gary did not have the program directive; it made it easy...
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...Iniciação ao Projeto II Assignment #2 “The Blue Spider Project” 1. If you were Gary Anderson, would you have accepted this position after the director stated that this project would be his baby all the way? Na posição de Gary Anderson teríamos aceitado a proposta de Henry Gable. PRÓS: A ambição de Gary Anderson de querer subir na Empresa, melhorar a sua carreira e passar a ter um papel mais importante era correspondida com a promoção ao cargo oferecido por parte do seu superior; O conhecimento necessário para exercer esta função era comprovado com o MBA que Gary tinha no seu currículo; Vasta experiência e papel de relevo, por parte de Gary, no Departamento de I&D. CONTRAS: Falta de experiência de Gary em gestão de projetos. Esta promoção ao cargo de Gestor de Projetos seria o seu primeiro contributo para a empresa nesta função; Projeto demasiado importante para a Empresa e para o seu superior Gable. Gable teria uma palavra a dizer sobre as acções de Gary resultando numa perda de autonomia e controlo sobre a gestão de projetos. Este projeto era encarado como o “bebé” de Gable; 2. Was Gary qualified to be a project manager? Gary era qualificado para cumprir a função de gestor de projetos, porque tinha uma vasta experiência na empresa, na qual se destaca a sua excelência na produção consequente promoção a cientista sénior, responsável pelos projetos de I&D ligados à área da engenharia mecânica. Além disso, como é referido no caso de estudo, Gary tinha realizado...
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...Blue Spider Case 1) If you were Gary Anderson would you have accepted this project after the director stated that it would be his baby all the way? Despite Henry Gable’s very apparent shadiness I would probably have taken the project too due to the backing that the project has. Even though the project had issues, based on all we have learned in project management, it is rare that a project has the amount of attention and backing from top executives, as well as, strong resources from the functional team. Many of the cases we studied are problematic because they did not have this type of backing and priority which in the end, created other conflicts. Do engineers with MBA’s aspire to high positions in management? I think the ones who have the unique ability and skillset of both a PM and Engineer probably do aspire to have high positions in management. However, in my limited experience, I think that most engineers would gravitate towards being a project engineer where they are experts in their field and are most comfortable with technical details as opposed to the administrative ones. Gary Anderson was a perfect example of this. I feel that many engineers lack the essential administrative and soft skills of a PM to motivate and manage a team to a successful outcome. Was Gary qualified to be project manager? I do not think that Gary was qualified to be a project manager. Just because ‘we can’ does not often mean ‘we should do.’ It was probably very easy for Gary to complete...
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...ESTUDO DE CASO: O PROJETO DE BLUE SPIDER "Isso é impossível! Não dá para acreditar! Dez meses atrás, que eu estava sentado no topo do mundo. A alta administração considerava-me um dos melhores, se não o melhor engenheiro desta fábrica. Agora olhe para mim! Eu estou cheio de olheiras, depois de seis meses sem uma noite de sono decente, e não consigo acreditar que só me resta limpar a minha mesa e ir-me embora. Congratulo-me, com certeza, por voltar para o meu antigo emprego em engenharia. O problema é que nada disso teria aconteciddo se não fosse a promoção a gerente de projeto." História Gary Anderson tinha aceitado trabalhar na Park Corporation recémsaído da faculdade. Com um PhD em engenharia mecânica, Gary estava pronto e decidido para enfrentar e resolver todos os problemas do mundo. Em primeiro lugar, a Park Corporation não ofereceu a Gary muitas oportunidades para fazer pesquisa pura, que este queria, ansiosamente, desenvolver. No entanto, as coisas mudaram rapidamente. A Parks cresceu e tornou-se uma das principais empresas em um projetos estruturais e electrónicos durante o grande "Boom" do final da década de 50 e início da década de 60 quando os contratos do departamento de defesa (DoD) eram abundantes. A Parks cresceu de pouco mais de meia dúzia de engenheiros para se transformar num dos maiores provedores do DoD, empregando cerca de 6.500 pessoas. Entretanto, durante a recessão que marcou o final dos anos sessenta, o dinheiro tornou-se escasso e houve demissões...
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...has to implement a strategic plan for mature project management system. For the new plan the cultural issues in the company are to be resolved and the president of Como appointed a task force for this purpose. Each cultural issue in the company are identified and proper solutions are provided by the task force. The president also listed the advantages of an excellent project management. The time frame determined by the president to attain a project management system was thirty-six months. 1. Ford, to achieve its goal of creating decentralized vehicle development system, gave 24 months of time to the Como Tool and Die Company to improve its processes. Thus, the Como has the only option of accepting project management as a culture rather than relying only on quality. 2. In the case of Como Tool and Die, the pressure and limited time frame given by the Ford influenced the Company in changing its sixty-year culture and made it to implement a project management system. This shows the influence a customer should exert on the contract management. 3. Yes, correcting the cultural issues existing in the company would provide a room to implement project management program. 4. The time frame could be less than thirty-six months. Because the Tool and die company has already got a good reputation in producing quality products. So the only thing the company has to concentrate is to improve the processes by implementing a mature project management...
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...Analiza PEST është një mjet i dobishëm për të kuptuar “pasqyrën e përgjithshme” të mjedisit në të cilin vepron organizata si dhe mundësitë dhe rreziqet që gjenden përbrenda atij mjedisi. Duke e kuptuar mjedisin në të cilin vepron organizata, mund të nxirren avantazhet dhe mundësitë si dhe të minimizohen rreziqet. Në veçanti, analiza PEST është mjet i dobishëm për të kuptuar rreziqet që lidhen me ndryshimin e mjedisit të organizatës, dhe me të, duke marrë parasysh pozitën që organizata e ka në mjedis, mund të identifikohen potencialet dhe kahet e organizatës për të përmirësuar atë. Ky mjet është i dobishëm sidomos për grupet e vendimmarrëseve në organizata e që janë të orientuar ,kryesisht, në punët e brendshme të organizatës. Vendimmarrësit e këtillë gjithnjë rrezikojnë të harrojnë fuqinë dhe efektin e presioneve të jashtme për ndryshime sepse janë të përqendruar në presionet e brendshme. Ekonomike • taksat e tatimet e përgjithshme- rritja e taksave ne nje ekonomi qe ulet perben nje kercenim per fakultetin sepse shume student nuk do te jene te afte ti paguajne taksen e shkollimit. • trendet ekonomike - ulja ekonomike me 0.8% ; rritja e papunesise ne 13.3% con ne uljen e te ardhurave duke perbere keshtu nje kercenim per arsimin universitar dhe kete fakultet. • tregu ndërkombëtar dhe çështjet monetare Politike • politikat qeveritare- shkurtimi i buxhetit con ne uljen e shpenzimeve per arsimin publik dhe kjo perben nje kercenim, pasi kjo ul invenstimet ne mjediset...
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... Department of project management TABLE OF CONTENTS PAGES 1. INTRODUCTION 1 2. AS-IS ANALYSIS OF THE PROJECT 1 3. SWOT ANALYSIS 3 4. EVALUATION OF BLUE SPIDER PROJECT MANAGEMENT 7 4.1. BLUE SPIDER PROJECT 7 4.1.1. Project with strategic emphasis 7 4.1.2. Project management without strategic emphasis 9 4.1.3. Approach of blue spider project 10 4.2. PC AS POO 13 4.2.1. Concept of POO 13 4.2.2. Processes of the Project-Oriented Organization (POO) 15 4.2.3. What Parks Corporation (PC) should do to become a modern POO? 17 5. CONCLUSION AND RECOMMENDATION 20 5.1. CONCLUSION 20 5.2. RECOMMENDATION 23 6. REFERENCE 27 1. INTRODUCTION Project Management deals with the planning, organizing, directing and controlling of company resources for short-term objective which is established to complete specific goals and objectives. It is cross functional teams that are assembled to achieve a specific purpose are the bases of project management. Projects are accomplished usually in specific time and within limited budget. The aim of projects is to produce deliverables. These deliverables which are measurable, tangible outputs come either at the completion or end of life-cycle phase of the project. A person who is assigned as the project manager may very well be assigned based upon the size, nature and scope of the deliverables. To be effective as a project manager, an individual...
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...TCM 750: Advanced Project Management Case Review I: The Blue Spider Project By Sona Ngoh Missouri State University Department of Technology & Construction Management College of Business Administration Spring 2014 Contents 1. Summary of Findings 3 2. Background Information 4 3. Problem Statement 5 4. Analysis of Issues and Alternatives 5 5. Detailed Recommendations 8 6. Implementation and Evaluation 9 I. Bibliography 11 II. Works Cited 12 Summary of Findings The Blue Spider Project is an example of a situation where the project manager show lack of understanding of the life-cycle for project management and the inability to leverage the application of the key skills of integrated cost, schedule and technical performance management to achieve project success. Gray has engineering degree with an MBA, an outstanding record as a production engineer but fails as a project manager because he was unable to get a clear vision of all aspects of his project or capable of focusing on a specific aspect of the project while keeping tab of other aspects as required. Gray’s inability to leverage his newly acquired decision making responsibilities as a project manager with his technical expertise helped to escalate the drawbacks of a potentially valuable project into a near catastrophe, almost losing his job in the process. Background Information Parks Corporation is a Department of Defense...
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...Blue Spider Problem: Gary was given the opportunity to be the Project Manager because of his R&Dbackground, but he doesn’t have the experience or skills to manage a project. Technicalbackground itself will not make an efficient project manager. Major Issues: 1. Gary focused too much on R&D works or administrative paper works without abalance.2. Error on financial planning.3. No standby schedule when the formal one was interrupted by predictably possiblechanges.4. Lack of communication with the Lord since the beginning which leaded to cost morethan double time on communication after that.5. Gary can not find Gable when he needed support. And Gable intervene the projectseveral times without noticing Gary, which makes the project management worksmore chaos, it leaded to reschedule or re-do works at the last minute. Recommendations: 1. Paul’s job is to take most responsibility for the R&D works. Additional staff can takeresponsibility for additional administrative paper works. Gary can spend most of histime on managing the whole project through managing other people.2. Discussion with Elliot will be useful before submitting any plan to top managers.3. Make a standby schedule for different stages and hand out to every department withthe formal schedules. Standby schedule can be made based on slack time or differenttime for specific task.4. Meet with Lord at every stage of the project. Can use electronic detailed schedule andtask sheets and...
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...One of Nayars primary focus was keeping the employees first and customers second, but with the massive growth and gain of new employees, Nayar wasn’t sure how to sustain that focus. “How would new people coming on board understand the importance of trust and transparency”, Nayar asked. This question is what brought about the Starfish and the Spider leadership organizational concept by Ori Brafman and Rod A. Beckstrom. Most companies, they argue, function like eight-legged spiders. “Cut off the leg of a spider, and you have a seven-legged creature on your hands; cut off its head and you have a dead spider”. “But cut off the arm of a starfish and it will grow a new one. Not only that, but the severed arm can grow an entirely new body. Starfish can achieve this feat because, unlike spiders, they are decentralized; every major organ is replicated across each arm”, (Nayar, V. (2010). Recasting the Role of CEO: Transferring the responsibility for change), The Starfish and the Spider: Unstoppable Power of Leaderless Organizations, by Ori Brafman and Rod A. Beckstrom. In this reading, Nayar realized that HCLT was operating more like the spider rather than the starfish and seeing that they were operating more like a highly centralized organization. With this information a revelation was revealed to Nayar, and this will begin the start of...
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...My three reasons are : Scientists are researching if humans can be like Spider-Man, scientists are doing experiments on how humans can be like Spider-Man and have to climbing skills like Spider-Man does. They are experimenting how humans can be like Spider-Man by trying to climb buildings with correct equipments to do so. They have some sort of special strings attached to them stable enough so if they ever fall down of the building the string will hold them and not let them fall down and make them stable with balance, they also have magnetic magnets attached to their “Hand Equipments” with are the white circled hand equipments. Scientist also discovered how much sticky pads are needed to stick a human to a building like Spider-Man, humans need 40% of sticky pads in order to climb like Spider-Man, and other types of...
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...Blue Spider OM761 Zhiyun(Kevin) Kuang Problem: Gary was given the opportunity to be the Project Manager because of his R&D background, but he doesn’t have the experience or skills to manage a project. Technical background itself will not make an efficient project manager. Major Issues: 1. Gary focused too much on R&D works or administrative paper works without a balance. 2. Error on financial planning. 3. No standby schedule when the formal one was interrupted by predictably possible changes. 4. Lack of communication with the Lord since the beginning which leaded to cost more than double time on communication after that. 5. Gary can not find Gable when he needed support. And Gable intervene the project several times without noticing Gary, which makes the project management works more chaos, it leaded to reschedule or re-do works at the last minute. Recommendations: 1. Paul’s job is to take most responsibility for the R&D works. Additional staff can take responsibility for additional administrative paper works. Gary can spend most of his time on managing the whole project through managing other people. 2. Discussion with Elliot will be useful before submitting any plan to top managers. 3. Make a standby schedule for different stages and hand out to every department with the formal schedules. Standby schedule can be made based on slack time or different time for specific task. 4. Meet with Lord at every stage of the project. Can use electronic detailed schedule and task sheets...
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...Project group 4 Introduction: As part of the ongoing Junior Export Manager project: Vifit, we are given the task to produce a report in which we explain the techniques , which we have been taught during the ‘Challenge day’, and how we have applied them throughout our ongoing project. The techniques we have been taught all are all tools to break away from the linear convergence thinking, to the more artistic and emotional divergence thinking. In the first paragraph a brief description of the product, chosen country, and the entry strategy will be given. In the second and third paragraph a description and explanation of the strategies, as well as, an explanation what we have learned/how we have used these different strategies/techniques in the progress of our project, will be given. Lastly, each group member will individually provide feedback on what they have learned from using these techniques. Table of Content: Product Description: 4 Strategies taught during the ‘Challenge Day’ 5 Applied techniques: 6 Individual Feedback/input: 7 Product Description: The product which we are going to export is Campina’s Yoghurt drink; Vifit. Vifit is a Yoghurt based breakfast replacement drink which contains the special compound LGG, a ‘friendly’ bacteria which aids the body’s natural resistance against viruses and harmful bacteria, in addition to providing all the nourishment needed for a healthy start of the day, or providing that little bit extra for people with an...
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...THE BLUE SPIDER PROJECT Q1. If you were Gary Anderson, would you have accepted this position after the director stated that this would be his baby all the way? Ans. I was Gary Anderson, I would have also accepted the position of project manager. Although the director mentioned that the project would be his baby all the way, but the success of the project, which was no doubt very challenging, would have given the boost to my career for which I have pursued MBA. Q2. Do engineers with MBA degrees aspire to high position in management? Ans. Yes, engineers with MBA degrees do aspire for higher position in management. The reason for this is * MBA provides you with a bigger picture of business. * MBA is considered to be an expensive education so students try to maximise their return on investment. * MBA is very much theoretical and it is important to work in a bigger role to put those theories to practice. * The basic need for an MBA is learning and sometimes the desire to rise up the management ladder. Q3. Was Gary qualified to be a project manager? Ans. Gary was well educated with an MBA degree in is portfolio. He was one of the best engineers that his company had but he didn’t had any experience of working in projects. He was technically very good at his work but his skills in managing people and performing under pressure was not tested. Some previous experience of working in small roles in projects or important roles in smaller projects may have helped...
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...ajkushwahaPASSIVE VOICE PV 4 Change the sentences to passive voice. 1. Many people begin new projects in January 2. You must wash that shirt for tonight’s party. 3. Mum is going to prepare the food. 4. They make shoes in that factory. 5. We will have to examine you again. 6. They had finished preparations by the time the guests arrived. 7. The delegation will meet the visitors at the airport. 8. We have produced skis here since 1964. 9. All workers will read the memo. 10. Nobody can beat Tiger Woods at golf. 11. They also speak German at EU meetings. 12. We must look into the question. 13. Someone reads the newspaper to him every day. 14. The Chinese discovered acupuncture thousands of years ago. 15. Has he given you back the book yet? 16. The police locked up the criminals. 17. They must have left the keys behind. 18. The robbers made up the story. 19. The boy is eating the cake. 20. Dad promised by a box of chocolates. 21. The spider scared her. 22. The guide will show us the Natural History Museum in the afternoon. 23. The dentist is cleaning the woman’s teeth. 24. She showed her relatives the new house. PASSIVE VOICE PV 4 Change the sentences to passive voice. 1. Many people begin new projects in January New projects are begun in January. 2. You must wash that shirt for tonight’s party. That shirt must be washed for tonight’s party. 3. Mum is going to prepare the food. The food is going to be prepared by mum. 4. They make shoes in that factory. Shoes are...
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