Jobe Case Study: Project Management

5. PROBLEM STATEMENT

After performing the interviews with each of the individual project team members, Jobe is concerned about the following issues:

 The Cost accountant Elaine Bruder seems very disinterested in being a member of the team and has expressed her opinion in saying that Project Abu Dhabi will not succeed. Jobe realized in the interview that Bruder showed scepticism on whether this project would succeed. Bruder also intimidated that she expected a lot of cost overruns and a lot missed production deadlines, Bruder was reluctant to give specific barriers to the project success. It was clear that she did not want to be part of project Abu Dhabi. Jobe left the interview confused and wondered what was happening.

 Jobe’ s next interview

(PTT slide Cody Groves)

6. LITERATURE REVIEW

Creating a high-performance project team, both project and programme management are not one-person operations; requires a team of individuals dedicated to achieve a specific goal.

6.1 The Programme environment includes:

 Portfolio managers (in larger applications),

 Programme managers when projects are done cross-functionally in a matrix.

 Project managers

 Assistant Project managers

 Project offices

 Project Teams

6.2 Basic questions that should be asked before a high performance project team formed:

 What talents are required to be successful as the project manager?

 What roles and talents are needed in the project office?

 What roles and talents are required in the project team?

 What problems can occur during staffing?

 What can happen downstream to cause the loss of key team members?

In the figure below it shows you how the project staffing pattern in a matrix works:

Figure 1: Project staffing pattern in a Matrix Structure

6.3 Functional Management Own

It is only a few project managers that have the luxury. In most projects, the project team members are selected or assigned based not only on expertise and experience but also on availability.

6.6 TEAM DEVELOPMENT

A personal relationship between two people takes time to develop. Initially, you may be curious about each other but apprehensive about letting your guard down and opening yourself up to the other person. As you get to know each other a little more, you may begin to notice differences in your attitudes and values, and disagreements may arise. You may be anxious about whether the relationship will or should continue. As you work through your differences, you may get to know each other better and become friends. As you spend more time together, you may develop a close relationship that helps you to be open with each other, accept each other’s differences, and enjoy participating together in activities that are of mutual