Name - Yashveer Dhariwal

Course Name - Project

Management Fundamentals

Course Code - MGMT1510

PROJECT CASE STUDY – 2

1. How does multitasking confuse the resource availability of
project team personnel?

Within a project team, mul?tasking may severely disrupt

resource availability and impede project success. The key
challenge in the instance of the eastern U.S. financial services
organisa?on was a lack of full-?me human resources
dedicated to the strategic programme. Mul?tasking, or team
members working on two or more tasks at the same ?me,
diluted their concentra?on and ?me. As a result, proper
resource forecas?ng became difficult, resul?ng in delays and
budget overruns.
When team members are spread thin across numerous
projects, it becomes difficult to priori?se ac?vi?es and
devote adequate aIen?on to each. The inability to resolve
project concerns quickly is hampered by a lack of devoted
concentra?on. In this scenario, project leaders neglected to
account for resource availability while designing the
?metable, resul?ng in a mismatch between the ambi?ous
deadline and the actual resources available.

Furthermore, the lack of direct ownership of work as a result

of mul?tasking meant that liIle faults remained unno?ced,
gradually growing into major concerns. Because of the
uncertainty generated by mul?tasking in resource alloca?on,
no one is totally accountable for resolving developing
difficul?es, impeding the project's development and success.
2. “In modern organiza?ons, it is impossible to eliminate
mul?tasking for the average employee.” Do you agree or
disagree with this statement? Why?

I disagree with the asser?on that elimina?ng mul?tasking for

the ordinary employee in modern organisa?ons is difficult.
While certain posi?ons and sectors may require some degree
of mul?tasking, efficient management prac?ses and
organisa?onal tac?cs can reduce its predominance.
Mul?tasking can result in lower produc?vity, higher mistakes,
and decreased work sa?sfac?on, eventually affec?ng an
organiza?on's overall performance. Organisa?ons can use a
variety of measures to reduce mul?tasking. To guarantee
that staff can focus on a reasonable amount of ac?vi?es at
any given moment, clear project priori?sa?on, efficient
resource planning, and realis?c scheduling are required.
Training programmes can also help staff improve their ?me
management abili?es, allowing them to complete du?es
more effec?vely.
Furthermore, technological improvements give tools and
solu?ons for automa?ng typical opera?ons, minimising the
need for con?nual switching between ac?vi?es. Delega?ng
responsibili?es based on an employee's skills and
specialisa?on can help to simplify processes and reduce the
need for mul?tasking. To summarise, while total removal of
mul?tasking may be difficult in some situa?ons, organisa?ons
may implement measures and best prac?ses to dras?cally
lessen its impact and create a more focused and produc?ve
work environment.
References:

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