Read the following case study and answer all the questions that…

Question Read the following case study and answer all the questions that… Read the following case study and answer all the questions that follow: Global Green Books Publishing Global Green Books Publishing was started two years ago by two friends, Jim King and Brad Mount, who met in college while studying. In the new business Jim focused on editing, sales and marketing while Brad Mount did the electronic assembly and publishing of books for Global Green Books. Their business was successful and profitable in the first two years, largely due to contracts from two big businesses. In their third year they got very busy thanks to their third major customer, a local college that needed customised eBooks. They hired several part time employees to help them with their publishing business. But by the end of third year of operation, Global Green Books started experiencing critical problems. They were: • unable to leverage all the new employees effectively • unable to deliver eBooks to their customers on schedule • unable to provide quality texts—time and money was being spent fixing defects in their products • unable to control costs—their business was not profitable in the third year. As they have grown, they have had to start implementing some project management concepts to plan and manage their work. The founders hired Samantha as a project associate or project manager on a full-time basis to help them introduce project management practices and help them tide over the crisis they were experiencing with rapid growth. Within the first three months in her new role as PM, she introduced formal project management processes, created a PM manual and trained the employees to get the work done well. Within a year, the company was delivering projects on schedule, the quality processes worked—and customers were happy with the products! This success was leading to possible new work and greater opportunities to bring on new customers. Global Green Books Publishing continued to grow. As their eBook business continues to drive that growth, they continued to add staff to be able to keep up with customer demand. Most all of the new people and many of the eBook staff had not worked together in the original print-based business area of the company, and were new to the company and its culture. These new employees had a diverse set of skills, backgrounds, and motivations. Their supervisors know how to manage their projects, but do not always have the expertise to step in and do each of the unique tasks assigned to team members. Most of the employees that have been around since the beginning of the eBook business have been trained in their project management techniques, so they can get the work done well. Supervisors need to provide leadership, to provide inspiration for their team and to be good motivators of their team members, as well as be a good manager, worrying about the daytoday and minute-by-minute accomplishment of the project’s goals. Being a good motivator also means that the supervisors must be good listeners to understand what issues are confronting their team members and the needs of their team members. Beyond this role as leaders, supervisors need to be a good manager. They need to identify the skills that they need for their projects. Supervisors at Global Green Books normally do this as they start from the standard job template for eBook projects and build the Work Breakdown Structure (WBS) for their eBook project. Next, they need to identify team members that have those skills, and work with their current project managers and with human resources to make sure that they will be available to support the new project. Once the team is assembled, challenges can arise. Some deal with managing conflicts as they arise – both technical issues as permissions are delayed and content cannot yet be incorporated, leading to scheduling changes, and inter-personal issues among staff. Some of these conflicts occur between a mostly young, part-time contingent of student workers and the full-time employees. Supervisors are often drawn into mediating or resolving these conflicts. They really need to meld together their staff to create highly capable, productive project teams for these fast-paced eBook projects. The staff needs to trust each other and their leadership to be fair and to balance work priorities with the times that they are available. To help build a common understanding of the project work and minimise some of the conflicts, Samantha is working with some the supervisors to hold a project kick-off meeting where the team reviews the goals and plan for the project, and develops and agrees to a project team charter. Letting the team develop their charter gives the supervisor an opportunity to observe how the team works together, and gives the team the ability to set ground rules for how they will work together. The team charter starts with the project goals. The team may set their goals in order to accomplish these project goals. Other topics that the team might address in their team charter include agreed-upon guidelines for how they want to participate in the project, conduct (or behaviour), communications among project members, communicating status and problems, problem solving, and holding meetings. This charter and its guidelines that they team have agreed to can then serve as a basis for team building and team behaviours during the project. The supervisors were realising that as a group they needed two things. One was a greater grasp of people skills, or so-called “soft” skills, to help make them more effective. The other was more support in project management as they needed to better track the details of the work, and the task level scheduling and rescheduling that was happening as team members come and go for their work shifts and as permissions sometimes take longer to obtain than planned. Samantha is starting to discuss with her management and with the human resources and training group how they can meet some of these needs. Perhaps some leadership development training for supervisors could be arranged. https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/academic-research/academic-pm-casestudies/ QUESTION ONE [40] 1.1 “Once the team is assembled, challenges can arise” Discuss the possible challenges facing project teams at Global Green. (10) 1.2 Discuss the skills that team members need to be effective team members in a project. (10) 1.3 Discuss the steps project managers could take to help make their teams more effective. (10) 1.4 “Samantha is working with some the supervisors to hold a project kick-off meeting” Discuss the advantages of a kick-off meeting. (10) QUESTION TWO [30] 2.1 “Supervisors need to provide leadership” Explain what project leadership is and discuss the attributes that project leaders need to have. (10) 2.2 Justify a leadership style that would be effective at Global Green. (10) 2.3 Beyond their “role as leaders, supervisors need to be a good manager”. Distinguish between the leadership skills and the management skills that the supervisors at Global Green require in order to be effective project managers. (10) QUESTION THREE [10] Supervisors need “to be good motivators of their team members” Discuss the ways in which the supervisors can motivate their project team members at Global Green. QUESTION FOUR [20] “Supervisors are often drawn into mediating or resolving these conflicts” Describe the approaches to conflict resolution that supervisors at Global Green can adopt, and recommend with reasons, the approach that should take with regard to resolving workplace conflicts.  Business Management Project Management PGDIP PROJECTLEA Share QuestionEmailCopy link Comments (0)

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