CASE 1
87
INCIDENTS FOR DISCUSSIONN
Samuel's Approach to Project Management:
loe Samuel was once again asked to be a project manager
on a large project. This was the fourtlh time in the last
14 months, and he was glad to add this type of work
experience to his résumé, but he dreaded the interpersonal
relationship issues that always came up on projects. He felt
like he was the project's babysitter, always checking on pro-
gress, making sure everyone on the team was happy and
understood each other's roles, handing out assignments,
and so on. Joe then remembered an article he had recently
read about "tried and true project management practices."
He thought "'tried and tnie" had to be more managerially
comfortable than his past experiences. He decided to accept
the new project so that he could try out the new ideas.
The project Joe accepted was to make a decision on
whether or not to close one of the company's distribution
centers in order to improve responsiveness of their supply
chain. Joe had been a manager of a supply chain service,
so he felt very qualified to lead this effort. He defined
the scope and deliverables of the project and detailed all
of the major tasks of the project as well as most of the
detail level steps in the project plan. At the first project
team meeting, Joe felt very comfortable about the con-
trol and direction of the project, much more than any of
the previous projects he had managed. He had specifi-
cally defned objectives and tasks for each member of the
project team. He even determined completion dates for
each task. He wrote individual "contracts" for each team
member to sign as a n indication of their commitment
to
sched-
completion of the designated tasks by the assigned
ule dates. The meeting went smoothly, with almost no
Comments or questions from the project team. Everyone
picked up a copy of their "contract" and went off to work
with the
on the project. Joe felt great and was pleased
Success of his new approach to project management.
Questions: How do you think Joe will feel six weeks
after the project is underway ? Compare his new approach
oproject management with his previous approach.
C A S E
The Quantum Bank
branches
Quantum Bank Inc. is a regional bank with
southeast. In early 1999, the bank
throughout the with
website that provides its customers
launched a
the ability to check account balances, obtain informa
tion about the bank's various services, obtain contact
.
HardTech, Inc.:
HardTech Inc. is a two-year-old electronics hrm that
was created by three friends who worked together
as sen-
ior engineers at a Fortune 500 electronics firm; Jake Tyler,
Caroline Ryan, and Mike Preston. The three developed
that was designed for hand
a high-speed-processing chip
held scanning devices. Their startup became successful
when they won a major contract from a large software
into a hand-
company that wanted to integrate the chip
held scanner for inventory management.
HardTech's three founders structured their firm as a
traditional functional organizational structure, as that
in
was the environment they came from. After two years,
addition to their production people, HardTech employed
17 development engineers including a manager, tour
designers with a design department manager, three people
and adminis-
in the sales and marketing department, two
trative personnel as support.
Tyler, Ryan, and Preston now felt ready to take their
"show on the road." They wanted to launch three major
initiatives: (1) to develop a chip that would work with
grocery store scanners; (2) to get into the hospital point
of-care scanner market; and (3) to upgrade the chip they
were using for their ventory management contract
while maintaining their current commirments.
Tyler and Preston thought that the current organiza-
tional structure could handle the new initiatives. They
wanted to assign each phase of the new development
projects to a specihc department. Ryan felt that the t r a
ditional approach would not support the need to be quick
to market and that he current contract would always
be the priority to each ot the department managers.
She wanted to set up project teams reporting directly to
HardTech's three senior ofhcers.
Questions: What organizational structure would
you recommend Hard Tech use to complete the three ini-
tiatives outlined? Why?
1
intormation and email questiuns, and link to a variety of
other usetul surces of intormation. Given the site's tre-
mendous success, competitiom trom both traditional and
nontraditional organizations, and the desire to expand its
presence beyoud its current geographical area, Quantum
lecided to expand its online otterings signihicantly. More
 MANAGER,
THE UR IHE
AE TEAM
THE
2/
hands-on.
88
CHAPTER

is very
much
aying volved
his approach of the site. Bill has
to expand its websire with all
technical
aspects

with his two direc develo

Specihcally, Quantum would like rapport eports, and they
include an online bill payment service, allow
customer
an
excellent
much 3ill's
of Bill style, includ
who can ork tking
emulated
to apply for credit cards and loans online, open accouno have to see
even competing
mptyaccumu
hours and
online, and manage their investment portfolios onlne long of soft drink cans
Vice-President of Information Systems, Stacey late the largest
number

outs on one desk.

candy
c o m p u t e r printou
homas, has been charged with overseeing the proJec wrappers,
and

One of her first tasks was to select the project mana also joined the
Andy Dover
large public oank in
Dover
because of the strategic importance of the project, sne Andy MBA a
completing his
immediar unive
had a strong preference for staffing the project internally 1995 after
school
as to employing the services of one
opposed the
of many sity. Andyentered graduate y after
graduating with a Civil neering undergraduate
consulting firms available that specialize in these types
projects. After developing a list of ten or so possible can
or

university.
degree
at the same
first year rotating between
didates to serve as project manager, she was finally able
Andyspent his various
to pare the list down to the two finalists described below. bank's management training proor
departments in the
this training, Andy requested
Bill Fence Bill joined After completing Per
Quantum in 1995 after grad to the operations group. His
uating trom a well-respected small private school witn manent assignment
the check encodine oner
initial
to oversee
a degree in computer science. His fi1rst assignment as a assignment was tion.
member of the bank's helpdesk After implementing several process improvements, Andy
provided him with expo was eventually promoted to senior operations analyst and
sure to a
variety of areas in the bank. He quickly gained a
reputation for being able to solve difficult technical prob- worked on several large process improvement projects.
lems. In addition, users of the bank's various Performance evaluations of Andy suggested that one
computer
systems were often heard commenting on how service of his greatest strengths was his ability to step back from
oriented Bill and his ability describe concepts a problem and understand how the various issues
was
in nontechnical terms.
on to
were
interrelated. His evaluations further recognized him as
Because of both his technical
hardware and his ability to
knowledge related to "a highly motivated self-starter with very good
organi
program, Bill was selected zational skills." His organizational skills also
to
develop the bank's website in 1998. Bill worked alone him effectively present information, and he was
helped
on this
project and had frequent often
bank's directors of Information meetings who
with one of the requested to make short presentations related to a partic
Systems,
the project. Initially, the director did supervised ular project's status to senior
most of the
design management.
work and Bill did the By almost all accounts, Andy was considered
computer programming. Bill often competent, completing assigned tasks in a
highly
proposed alternative ways for incorporating features key ion with little or no timely fash
into the website, and the director direct supervision. At the same
would choose among time,
the options Bill identified. Toward the end of the devel Andy always made it a point to
communicate regulariy
opment project, Bill began to take a more active
role in With other project team members to keep them abreast
proposing features to include in the site. his
progress. He was often ot
The development was typically able
passionate about his ideas and
project was largely completed on for his ideas.
to get
buy-in from other team members
time and on budget
considering the
of the project that were made as thechanges the scope
in
project
Several suggestions that would have extendedprogressed.
Andy is almost always seen carrying his
the
avid stock
investor,he makes it a planner. As an
functionality were tabled to be considered after thesite's
site trends in
technology. He has a basicpoint
to stay abrea of
was offhcially launched. the Internet works understanding of no
In his current position as
Webmaster, Bill is in While he has fooledand knows all the impoportant buzzwords.
ofmaintaining the bank's website. Although Bill'scharge around and
now includes a staff
programmer and a hardware specialist,
ges, he
knows very little about created a couple
c of Web
gramming
about languages such as Java,more sophisticated pro
computer hardware and knows even less
QUESTIONS beyornd basic purpose.
its

1. Who would you recommend Stacey

serve as project manager? Why? Thoma_ select to
3. Do
you agree
project shouldwithbe Ms. Thomas's
2. How would
you recommend this
project be orga- s's decision that the
nized? Functional
project? Pure project? Matrix? the major staffed intern
ernally? What are
Why?
tum advantages of
staffing the proj ct withto
utilizing theemployees?
services
Are there any advantages
of an outside
consulting"*frm
 C A
Southern Care Hospital
Southern Care Hospital (SCH) is a large, nonprofht
regional hospital located in the southeast. Several years
ago it contracted with the healtheare division of a major
medical equipment supplier to provide Six Sigma train-
ing to a group of its heospital employees. Since that time
numerous waves of Green Belts and Black Belts have
been rained including people across all job ranks and
representing most departments. Green Belt training
entails wo weeks ot tormal in-class training while Black
Belt training entails the two weeks of Green Belt train-
ing plus an additional tour weeks of training. Both Green
Belt and Black Belt training require the completion of a
Six Sigma project in addition to the in-class training.
One challenge currently facing SCH is significant lev-
els of dissatistaction from the medical staff regarding the
three-day lead time it currently averages the nuclear med-
icine department to turn around the results of stress tests.
in this case. "lead time" is defined as the elapsed time
from when the stress test is ordered by a physician until
S E 2
the time when a radiologist from the nuclear medicine
department signs off on the test results. Stress tests are
used to determine the amount of stress the heart can
endure before either an ahnormal rhythm or insufficient
flow of blood to the hearr develops. Typically, the stress
test is administered by increasing the level of diffhiculry as
a patient walks on a treadmill or rides a stationary
bike.
During the stress test vital statistics are collected and
the heart rate and blood
monitored, including patient's
pressure. Discussions with the medical staff indicate that
maximum lead times of a day and a half.
they desire
You have heen selected to manage a Six Sigma pro-
ject focusing on reducing the lead times associated with
receiving the results of stress tests. Based on your past
experience with similar projects, you have 20
identifed
activities. SSH's committee has further
major steering
granted you permission to select up to four team members
from the available resource pool to staff the project.
Table 1 provides relevant background information
on the 12 people currently available for assignment to a

Table 1 Background Information on Available Project Resources

First Last Ss # of SS Avg Proj Hourly
Name
Years of Ss
Name Job Title Education Experience Rank Experience Projects Savings Rate Availability
Anna Frost Radiology Practice MPH 11 GB $50.000 $58 20%
Administrator
Edward Young Radiology Ofhce B 7 GB $62.000$36
Administrator
Hazel Vaughn Radiology Supervisor B 6 GB 2 $74.000 $40
Howard Payne Radiology Supervi1or B GB 1.5
$os $3
Joyce Snyder Radiology Info Sys Mgr B GB $112000 $35
Ken Innan Radiology DB Mer B GB .5 $95,000$25
Nick Rogers Adm of Special B BB $21.000 $3
Projects
Pegey Moss Radiology Senior Bus MBA BB
$240,000
Analyst
Peter Foltz Radiology Bus Analyst GB
$87,000 $O
Roberta Jackson |Senior Nurse Manager 15 GB $75,000 $42 20%
Susan Osborne Staff Nure GB
$35,000$35 50%
Stephanie Thomas Staff Nurse B GB
$42,000$30 50%
 92 98 98 68 88 08 L8 &6 Z6 96
I9 19 9 6 S6
06 s1oday sneis doPAad
S6 +8 08 08 78 8L 99 saJey Dds doj9naa
EL 89 L8 S8 88 76 08 E6 76 96 88 08 5SPpYO dopnag
onuo
SL C8 88 98 06 88 16 06 S6 8
C6
08 eLueN 3uueij dojpnag
96 $6 88 06 88 08 Z8 06
LL 08
06 98 88 Sauauno1duuj ápuap[
06 76 76 8 16 88 06 06 96 xuneN yoÁEJ dojanaa
aseyd anosdu
19 09 9 L8 76 06 08 8L L9 SL OL 9 SIsÁ[euy uoissaIß»
8L SL 8L 96 86 86 T6 06 88 06 8 08 STSAeuy 0331Pd
9 9 +9 08 88 S8 TL OL S9 89 99 S9 saL puE SOIISTJEIS ieuurns
6 L8 08 SL 06 T6 88 S8
eseyd zAeuy
06 S6 £6 88 76 6 76 06 £6
06 v6 96 L8 S8 8L 08 8L ONda PInoIPO
LL 9L O6 y6 76 88 98 78 +8 08 s
76 88 06 Z8 S8 O8
SL S6 06

8L 06 Z6 6 L8 06 88 06 06
SL 96 v6 76 88 06 08 S8 8L
8L L6 y6 6 88 08 S8
96 v6 68 76 E8 L8 ipes ON
06 96 6 88 6 v8 98
9 6L 8 98 So
16 76 ¬8 06

SEWOLL ssoN saeboy uewu Jpkus euked uysneA 6unoA

eHPepa
ydeas K66d PIN ue PEMOH

sesAnosoN
CASE 3
91
Six Sigma project. All resources are
available to the pro employees completing various planned tasks in future Six
iect on a
part-time basis and therefore support Six Sigma Sigma projects hased on the historíical data corntained in the
projects in
addition to performing their normal job database. The proficiency numbers can range between zero
assignments. The table lists the employee name, job title, and 100, with a 2ero indicating no ability to perform the
level of education, years ofwork experience, Six
Sigma task and 1C0 implying extensive expertise and experience
rank (i.e., Green Belt or Black Belt), the number of Six performing the task. Table 2 summarizes this information for
Sigma projects the employee has worked on, the average the 12 employees listed in Tahle 1 for the 20 project tasks
amount of savings that resulted from the Six Sigma pro- initially identified. Past experience with these estimates
iects the employee has worked on, the employee's
hourly indicates they are fairly accurate over an entire project but
rate, and the percent of time the employee is available.
that employee performance typically varies t percentage
The hourly raterepresents what will be charged against points within a given week. Thus, an employee with an
vour project's budget for work performed by a
given estimated proficiency of 90 on a particular task would be
employee. The percent available is based on a 40-hour
expected to perform in the 87-93 range on the task in any
work week. Theretore, the number of hours you can utilize given week.
a resource during a given week cannot exceed the A final comment regarding the available resources is
avail-
able peroentage times 40. lo illustrate, Anna Frost can
in order. Specifhcally, past experience with projects indi-
complete at most 8 hours (20O% X 40 hours/week) of pro- cates that conflict occasionally arises when more than
ject work per week.
one Black Belt is assigned to the same task. When such
To facilitate project planning, SSH uses an advanced Six conflict does arise, it tends to negatively impact both the
Sigma database program to track the progress and perfor- time required to complete tasks that the Biack Belts are
mance of all ongoing projects. Furthermore, the HR
depart jointly assigned to as well as the overall quality of the
ment has developed a process to estimate the prohciency of work performed.

QUESTIONS
1. Explainhow you would execute your roles as project 4. What criteria would you use in selecting resources to
manager of this project. serve on your project team
2. As the project manager, how would you manage 5. From the available resource pool, who would you
trade-offs? select to be on your project team. Why
3. How would you recommend this project be organized?
Functional project! Pure project? Matrix? Why?

A S
GMMSSB Project Organization in Practice
introduction
case
demonsrates that a proper understanding of
his
the composition, role, responsibility and the authority
he project team reduces delays and inefficiencies. In the
Case explained below, the key conceptsat revolve Waler
Ciujarat
ne reorganization of the project team The reorganiza
Supply and Sewerage Board (GWSSB). more
iOn focuses on organizational structure, delegatingcomes
obviously
authority to the Project Manager, which
with the added responsibiliry, modifying the reporting
E 3
syste both within and outside the team, which tol
lows the concept ot "Unity ot command and direction."
Besiles, the advantages annd disautvaantages ot having a
matrix oganization are also explanet
of
Background
around The Gujarat Water Supply & Sewerage Bourd (GWSSB)
n
the early 1980% initiated a poject to augnient
drink
ing water spply and provide sewerage facilities in the
towns of Gujarat. The project, covering ditferent
places
n 12 districts of the State, was estimated at Rs. 103.60
crores. Part of the hnancing was to be provided by the
 92 CHAPTER 2/THE MANAGER, THE ORGANIZATION, AND THE TEAM

International Development
World Bank. The financing
Association (IDA) of the
pattern, as agreed upon in
tional structure of the G\WSSB and the
role it played in
executing the various development projects.
February 1982, is detailed below:
Project Team
IDA credit: Rs. 50 crores On the insistence of World
(8 4% interest 19 years) Bank, the GWSSB consti.
tuted a project team consisting of people from its own
Government of Gujarat Grant: Rs. 28 crores organization and also appointed engineering
Local bodies' own resources: Rs. 25.66 crores consultants
to
supplement and strengthen the design capacity of
Total Rs. 103.60 crores GWSSB.
The GWSSB identified the
The above funding entrusted to the project team:
following functions to be
was to be utilized in
the following tasks: accomplishing
1. Detailed engineering design
1. Augment drinking water supply in urban towns. 2. Preparation of tender documents (local & global)
2. Provide new sewerage facilities in two towns. 3. Material procurement (materials account for 70
3. Extend sewerage facilities in newly cent of the project cost) per
two towns.
developed areas of 4. Invitation and evaluation of bids, and
4. Provide award of
26,480 sanitary latrines in 15 towns.
contracts for all civil works costing more than
5. Provide drinking water supply to 367 Rs. 40 lakhs
villages. 5. Project monitoring
The funds allocated for the above
tasks are as
follows: 6. Co-ordination and liaison with World Bank and other
1) Rural water supply (367
villages): Rs. 28.00 crores
ai
State/Central Government agencies
2) Urban water supply (5
towns): Rs. 20.00 crores The actual project construction was the
3) Urban sanitation (4 towns): of the functional chief responsibility
Rs. 46.10 crores engineers of the GWSSB
4) Construction of 26,480 latrines: ing to different geographical locations (three in belong-
Rs. 6.00 crores and not of the number)
(in 15 towns) project Under this arrangement,
team.
the Superintending Engineer,
5) Training, equipment & misc.: Rs. 9.50 crores Team, viewed as a "Project
was
charge of the Project
in

Total Bank. He was expected to utilize Manager" by the World

the line staff under the
Rs. 103.60 crores
General Chief Engineers for construction
The project was evaluated of the project
as well as for
by the IDA in April 1981 monitoring and controlling all the activi-
and was estimated to be ties. The
credit became effective in completed organizational structure of the GWSSB Project
in five years. The
February 1982. The implemen- Team is shown in Figure 1.
tation program was drawn out as
detailed below:
Observations on the functions of the
Detailed engineering design:
April'81 March'83
to
1. The
Project Team
construction staff was working under the
Construction: April'83 to March'87 trol of General Chief con-

Credit closing: September 30, 1987 Engineers at the Head Offhce

level, whereas the Project Manager who was
CPM/PERT charts prepared for each subproject
were to deal
with Chief Engineers was of the rankexpected
of a
A master bar chart for
programming design, procure Superintending Engineer.
ment of materials, civil works, 2.
ment activities for each
mechanical and equip- Technically, the Project Manager (S.E. of World Bank
project was prepared for all Project Cell) had no authority to sanction
the projects. mates as design esti-
stipulated in the procedures. These
estimates were required to be sent to design
TheGujarat Water Supply & Sewerage Board took General Chief
the help
of a project team in Engineers for sanction. This method
The role played by the GWSSB implementing the project. increased the procedural delays. subsequently
and the
meeting the project objectives is discussedproject team in
in the follow
3. Design was
a joint function
between consultants and
ing sections. The GWSSB was quite keen on GWSSB staff. Every design has to be carried
and evaluating the reviewing out jointly. In case of
activity
composition, role, responsibility and delays and errors, it was dif-
authority of the project
team in implementing the pro ficult to find out who was
ject. It was also ilterested in and the Board blamed each responsible. Consultants
looking into the organiza- other. This
design furnction. As a cumulative effect of delayed
these
the
three
 Superintending Engineer (Civil)
(One Dy. Executive
World Bank Project Cell
Engineer as Technical PA)

E.E.-CivilI E.E.-Mechanical
E.E.-CivilII E.E.-Civil II1*
Two Dy. Xen Two Dy. Xen Two Dy. Xen Two Dy. Xen
(Civil) (Civil) (Civil) (Civil)
(No Construction Staff)
(*3 Geographical Locations)

Figure 1 Organizational Structure of the GWSSB Project Team.

Therefore, the World Bank project function was sepa

shortcomings of project team,
the design activity
delayed by more than six months.
4. On the construction front, the project implementation
was with divisions and circles, located in the field and
reportable to their respective General Chief Engineers.
These implementing officers were not responsible to
the head of the World Bank Project Team. They also
had to deal with other projects of their own priori-
ties. The result was that the World Bank projects were
delayed for want of unity of command and direction.
The extent of delay was 12 months as compared to the
overall project schedule. This resulted in a lower level
of achievement of disbursement targets set by the World
Bank. Subsequently, this affected the funds flow. The
Board of Management was very much concerned with the
state of affairs and, therefore, the GWSSB, with the help
consultants, and also in consultation with the World
Bank effected certain major changes in the project team
organization.
Reorganization of the Project Team
Ihe reorganization focused following aspects:
the
on
. reorganization pro-
The post of Superintending Engineer in charge of
the Project Team was upgraded to the rank of a Chief
Engineer. Thus, the Chief Engineer in charge of the
world Bank project became the "Project Manager.
Further, separate Executive Engineers were posted in
the field to facilitate
implementation of sub-projects.
was
rated from the normal functions of GWSSB, giving it
due importance.
These field executive engineers were required to
report to General Chief Engineers. Projects were allo-
cated to these field engineers based on the geographical
locations. The revised organizational structure is shown
in Figure 2.
Since the State was facing acute shortage of drinking
water, the Generalrelief
ChiefEngineers were busy imple
As a result, the World
menting drought projects.
Bank projects received low priority. In order to over
come the difficulties faced in
project implementation,
the GWSSB created a matrix organizational structure for
the World Bank project cell. Under this arrangement, the
project divisions and circles were put under the control
of the Chief Engineer (World Bank Projects) and the
Executive Engineers were to report to him. Zonal Chief
Engineers were delinked from the World Bank projects.
While these changes were being made, the World
Bank
project continued to suffer resulting in heavy cost and
time delays. As a result, people were also
deprived of the
social benehts of the
project.
As expected by GWSSB, the
duced certain positive results. The project
implemen-
tation was speeded up as subprojects received
proper
attention. Monitoring and control systems became more
effective. The pace of disbursement of World Bank
funds improved. However, the GWSSB still faced lot of
problems.
 MANAGER,
THE U AM
CHAPTER
2 / THE

94 CHAIRMAN

MEMBERSECRETARY

Chief Engineer
Chief Engineer
Zone Il Gandhinagar
Chief Engineer Zone II Rajkot
Chief Engineer Zone 1 Gandhinngar

World Bank Project SE (Bhuj)

SE Rajkot
EE (Bhuj)
Bank circle
Three EE (cil)
Bank circle SE World EE Jamnagar
One EE (mech) SEWorld Gandhinagat EE Rajkot Deputy EE
Ahmedabad
Six Dy. EE (ctvil)
Two Dy. EE (mech) (2 Nos.)

EE Limbdi EE Deesa
EE Anand EE Nadiad EE Ahmedalbac EE Candhinagar EE Bhavnagar

Fundtions
Deputy EE Deputy EE
1. Project planning
Functions:
2. Monitoring
Project construction Functions: Functions:
3. Coordinntion Project construction Project construction

2 Revised project organization.

Figure SEs and EEs under them for other
had other
Executive Engimeer, SE Superintending
- Engineer. Zonal Chief Engineers
Note: EE
than Worid Bank projects.

in of all the activi

charge
Managers (Chief Engineers)
Problems in a Matrix Organization level under overall control
ties of the board at regional
basis and regional Executive (member secre-
The GWSSB functions on a regional and supervision of the Chief
Superintending Engineers had nothing to do with tary) and the Chairman.
under a different the statuS
World Bank projects, as they were
The World Bank project cell was again given
Chief Engineer at central level. The
field officers had of a project planning and monitoring
cell for all externally
decisions from their Chief aided projects. The GWSSB continued to expand its activ
to get directives and obtain
office, when a
Engineers located at the central even
ities and it wondering whether the present arrange
was
in charge of the region was avail.
ment to implement World Bank projects
would hold
regional Chief Engineer
able. This arrangement createda lot of coordination and good. Various opinions were expressed regarding the suit
implementation problems. ability of the matrix type of organization tor all externaly
The GWSSB took a policy decision to divide the funded projects. It sounds unreasonable to have independ-
state into four 2ones on a geographical basis and posted This
ent matrix type organizations tor all such projects.
a Chief Engineer in charge of
each zone. The Zonal exists an
may not be hnancially viable when there already
Chief Engineers wefe made responsible for every activ
organizational set-up at the held level in all the districts
water and sewerage section
ity pertaining drinking Can the project managers in charge of project plan
of their respective geographical region. The separate ning and monitoring cell, control and ettectively mont-
held divisions in charge of World Bank projects were tor projects by utilizing the line staff reporting to regional
retained. By this modification, the GWSSB had adopted Chief Engineers tor construction and implementation
and implenented he approach of having Regional

This case msterial has been written by 1Dr. M.R. Copalan, Acdditional Director (Acalemics & Research), Instirute
d Finance & Intermational Management (IFIM), B-Schunol, Bangalore, based on a workshup report submitted in the
"Project Management" prog am conduc ted by IM-Bungalore luring February 1988. lt cannot be reproduced in any torm
without thr per1nission uf the aurhor.
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ued to enhance project
management communication.)
GoLDRATT, E. M., and J. Cox. The Goal, 2nd rev. ed.,
TEat Barrington, MA: North River Press, 1992. (One of
the outstanding works in the entire literature of business.
This novel is
a powerful statemnent on the dangers of sub
ptinization. Many conpanies assign it as required read-
ing for their
managers.)
RANT, K. P, C. R. BAUMGAKDNEK, and G. S. STONE.
e Perceived Inportance of Technical Cunpetence
Project Managers in the Delene Acquisition
Community." IEEE Transactions m Enginwern
Managememt, February 1997.
ERZBERG, E H. "One More Time: How I You
IOtivate Employees" Harvard Business Review, January
February 1968.
HuOHES, T. P. Rescung Prometheus. New York: Pantheon,
1998. (A wonderful book written by a historian. It is
full of fascinating stories and valuable insights about the
nature of complex projects and the management prob
lems they raise.)
HUNSBERGER, K. "Juggling Act." PM Network, September
2008.
IBBS, C. W., and Y. H. KwAK. "Assessing Project
Management Maturity." Project Management Jourmad. March
2000.
JONES, T. "Code of Conduct." PM Network. October 2008.
KENT, S. "Stretched Thin." PM Network. April 2008.
KoTTER, J. P. "What Effective General Managers Really
Do." Harvard Business Review. November-December
1982. (An article that "tells it like it is." Most people who
have never served as a manager do not believe it. Those
who have managed general or project management know
it is accurate.)
LENCIONI, P, The Five Dysfunctions of a Team:
A Leadership Fable. San Francisco, Jossey-Bass, A Wiley
Company, 2002. (Much like Goldratt's The Goal, this
work is fhctional and tells the story of a new senior man-
ager who takes over a team ot subordinates. It is a
and read and well worth the briet time.)
quick
easy
LUMANIKER, S. "Opening the Bok on the Open Maturity
Molel." PM Network, March 2000.
MATSON, E. "Congratulations, You're Promoted" and
"Iroject: You" Fast Compuny,
as
reprinted in Engmeering
Management Review, Winter 1998. ( Two excellent articles=
that report hard tact with wry humor.)
McCARTHuY, J., and M. M«CaRTHY. Softue for Your Head
Bston: Auklison Wesley, 2002. (Subtitled "Core Protocol=
tor Creating and Mantainung Shared
Vision," this book i
a uniue
approach to managug a project by team building-
Alo see "McCarthy" m the bibliwgraphy to Chapter 4.)
PATTERSON, N. "Selecting Project
Integatedl List ot Predictors." ProjectManagers:
Ar
Managemen
Joummal, June 1991.