Name: Ana Mae N.

Catubes
Course & Year: BSOA-IV
Subject: OA 406 (Project Management)
Time & Section: T-TH (4:00-5:00 PM)/Sec. B

THE TROPHY PROJECT

(CASE STUDY CHAPTER 5)

I. Central Problem

• The Trophy Project is a project that experienced many problems that

contributed to the trophy project’s failure. First, lack of senior management
support. From the analysis of the case study, when Reichart conducted the
first review of the project, he identified that the main issue was that the
resources that were allocated from the functional department were not
working on the trophy as they should instead the functional managers
allocated them to their pet projects. He also identified that even if they
worked on the project they were still not adequate because there is no
proper resource allocation.
• Second, lack of project management in the organization. When Reichart
planning was in isolation not involving functional managers where their
input was needed. He directly to the operations manager, the appointed
assistant programmer manager interfered by attempting to install a
computerized system that tracked problem and the organization wasted
$50,000.
• Third, poor leadership that resulting lack of communication and lack of
information that contributed to the failure of organization.

II. Objective

• Have a good working relations and commitment

• Having effective strategic management principle
• Having good leadership skills
• Implementing strategic management principle
III. Alternative Course of Action

COURSE OF ACTION ADVANTAGES DISADVANTAGES

1. Clearly defined project 1. Lack of innovation.

1. Have a good roadmap for the project.
implementing strategy.
2. The project should 2. Project validation
apply change has not been
management to remedy adequately done,
the matrix type because the functional
organization that managers do not give
already exists in support
their structure.

1. The project manager 1. Project manager’s

needs to establish leadership not strong
clear expectations of enough to manage the
members of the project.
project team so that
2. Project manager everybody knows the
needs good importance of his or her
interpersonal skills to role in achieving the
try to influence the project objective
thinking and actions of
others.
2. The project managers 2. The project manager
will have a good and functional manager
leadership and always seemed to be
communication skills. unclear of their roles and
responsibilities.
IV. Conclusion and Recommendation

The Trophy Projects case study reflect a project manager that who
entrusted with the task seeing the project success but has no control and
authority over his own project. It is evident that there is minimal support from
leadership of the organization that creates poor communication and lack of
strategic direction or plan. This case study reveals that this project the main
concerned is the project management principles. But in the part of Reichart is
very difficult situation because functional managers have lack of understanding
of their roles and responsibilities. All of the responsibilities was place on Reichart
shoulders.

The organizations need some radical changes in order to survive

within the rapidly changing customer driven economy. The recommended
changes will ensure that style of leadership will assist with achieving
organizational success and the structure of the organization will support across.
This could be addressed by looking at leadership in the company and applying
strategies to improve leadership behavior and attitude.

According to Grayson and Larson (2008), state that “project success

does not depend on the performance of the project team. Success or failure
often depend on the combination of top management, functional managers,
customers, suppliers, contractors and others.”
 THE RELUCTANT WORKER
(CASE STUDY CHAPTER 6)

I. Central Problem

• The case study is a dialog between Tim Aston and his director, Phil
Davies, about the advancement of the project. Tim Aston is a project
manager experiencing difficulty with the operation of project. Lack of
communication, lack of leadership skills and team-building area are the
major problem in the case study. From the analysis of the case study, Tim
is not effective in team-building and lacked of leadership skill, since he
was not able to influence team members to be committed to the program.
Also, project members lack of team spirit and commitment to the
program, they are not ready to attend meeting and they always came up
with excuses not to participate. The top management lacked leadership
qualities and that is why it did no support Tim.

II. Objectives

• Have sense of commitment to the project

• Effective management takes a vital role of project
• Need a high motivation and team spirit

III. Alternative Course of Action

COURSE OF ADVANTAGES DISADVANTAGES

ACTION

1. Both the subordinates 1. The subordinates not

and project managers willing to communicate
should work as team to their ideas or opinions
1. Should always
ensure that company’s that make difficult to the
support each other to
goals are meet project manager to
help organization
motive them.
achieve both its short-
term and long-term
goals 2. All subordinates 2. The subordinates
should be dedicated and appear unmotivated and
 respectful to their uncommitted towards
seniors so that they can the implementation of
work towards achieving the project.
positive goals for the
organization.
1 Understood on the 1. Project members
2. They need to
power of team spirit and lacked team spirit and
emphasize on
communication at the commitment to the
development of
work place, program.
communication skills
and team building so 1 Good project 2. They lacked effective
that employees can managers are able to leadership skills since
work effectively. plan appropriately and they was not able to take
influence others charge and influence his
subordinates

IV. Conclusions and Recommendation

The Reluctant Workers case study clearly show that the workers lacked of
teamwork, lacked of leadership since they are not able to support the project manager.
Many conflicts occurred in this organization because the workers did not respect Tim
Ashton as the project manager. In conclusion, the core skills identified in the case study
involved conflict resolution, leadership and team building. Even though Tim Aston
possess these skills, he is ineffective in team building and the exercise of leadership. In
addition, Aston requires exercising of good leadership skills and proper planning
methods so as to deliver fully as a project manager.
In the case of reluctant workers, Tim faces a challenge in motivating his
project staff. Tim should explore ways of integrating the interests of the team members
into group activities and team building. This will enhance communication between him
and his project staff to reduce stress and motivate them. A good project manager
should encourage hard work and fun to improve the performance of the employee. To
reduce cases of reluctant workers, the management has a big role in outlining and
structuring a clear work policy so that employees can avoid violating work policy, which
slows achievements of organization goals.
In addition to this, Tim Aston should act and take stand as leader. A project
manager is a leader in his capacity and therefore Tim should practice his leadership
skills and take full charge as required of a manager (Keezener, 2009).
 HANDLING CONFLICT IN PROJECT MANAGEMENT
(CHAPTER 7)

I. Central Problem
• The central problem in this six-part case study indicates conflict between
the project manager and functional manager especially in changes of
scope of the project and communication skills which may pose a lot of
risks that might threaten the project if they do occur.
II. Objectives
• Must demonstrate an ability for continuous adaptability by creating a
different working environment with each group of employee.
• Maintain and develop good communication skills.
• Negotiation takes place when resolving conflict
• Looking alternatives solution in one conflict

III. Alternative Course of Action

COURSE OF ADVANTAGES
ACTION DISADVANTAGES

1. Project manager
1. Good project 1. They lack of strategy
must will have to
managers will always try and poor management.
persuade and negotiate
to predict emotion
with the functional and
reactions to whatever
upper-level
decisions they might be
management.
forced to make.

2. They also tend open 1.The project manager is

communication in one not able to successfully
small conflict. negotiate on the project
because of poor
communication.
 1. Looking for win-win 1. Threats can only lead
alternatives solutions. disasters.
2. Project manager
must have better plan
in resolving conflict.
2. Suggesting possible 2. Lacking plan motive to
ways to compromise to achieve conflict
solve the conflicts. resolution.

IV. Conclusions and Recommendation

Conflicts are a way of life in a project structure and can generally
occur at any level in the organization. In this, the six-part case study in conflict
management indicates the ability how you to handle conflicts in project
management and why they occur this conflicts. Conflicts can occur with anyone
and over anything. The most frequently, conflict occurs between project
management, functional manager and upper-level management. In this six-part
case study, it shows that how the project managers’ ability to cope the conflict
occur in one organization.
Proper skills in dealing with conflict can assist project managers and
other organization members to handle and effectively resolve conflicts can lead
to a more productive organization as a whole. In order for the project manager
to be effective, he must understand how to work with the various employees
who interface with the project.
Conflict in project management is not necessarily unfavorable when
properly managed. Several advantages have been identified such as increasing
personal growth and morale, enhancing communication, and producing better
project outcomes. However, conflict can be the decline of an organization if it is
not effectively managed that challenge for organizational leaders and project
managers is to try to maintain the right balance and intensity of conflict in
project management. By utilizing project management principles, understanding
the dynamics of conflict, and learning approaches to conflict resolution,
managers will be able to establish an environment in which creativity and
innovation is encouraged and project goals are accomplished.