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Blue Spider Kevin) Kuang

1. Gary was appointed project manager due to his R&D background but lacked project management experience and skills, leading to major issues including an imbalance between R&D work and administration, financial planning errors, and lack of communication. 2. Recommendations include having Paul take responsibility for R&D work while Gary focuses on overall project management, discussing plans with Elliot before submitting, creating standby schedules, and improving communication with the client and Gable. 3. Limitations that could impact the project include potential lack of updated information for Gary if communication problems continue, standby schedules becoming useless if changes are unpredictable, and delays possible from increased client communication.

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Ahmad Raafat
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335 views3 pages

Blue Spider Kevin) Kuang

1. Gary was appointed project manager due to his R&D background but lacked project management experience and skills, leading to major issues including an imbalance between R&D work and administration, financial planning errors, and lack of communication. 2. Recommendations include having Paul take responsibility for R&D work while Gary focuses on overall project management, discussing plans with Elliot before submitting, creating standby schedules, and improving communication with the client and Gable. 3. Limitations that could impact the project include potential lack of updated information for Gary if communication problems continue, standby schedules becoming useless if changes are unpredictable, and delays possible from increased client communication.

Uploaded by

Ahmad Raafat
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Blue Spider OM761 Zhiyun(Kevin) Kuang

Problem: Gary was given the opportunity to be the Project Manager because of his R&D background, but he doesnt have the experience or skills to manage a project. Technical background itself will not make an efficient project manager. Major Issues: 1. Gary focused too much on R&D works or administrative paper works without a balance. 2. Error on financial planning. 3. No standby schedule when the formal one was interrupted by predictably possible changes. 4. Lack of communication with the Lord since the beginning which leaded to cost more than double time on communication after that. 5. Gary can not find Gable when he needed support. And Gable intervene the project several times without noticing Gary, which makes the project management works more chaos, it leaded to reschedule or re-do works at the last minute. Recommendations: 1. Pauls job is to take most responsibility for the R&D works. Additional staff can take responsibility for additional administrative paper works. Gary can spend most of his time on managing the whole project through managing other people. 2. Discussion with Elliot will be useful before submitting any plan to top managers. 3. Make a standby schedule for different stages and hand out to every department with the formal schedules. Standby schedule can be made based on slack time or different time for specific task. 4. Meet with Lord at every stage of the project. Can use electronic detailed schedule and task sheets and update them daily, this will help both parties know where they are and where they are going. 5. Schedule of meeting with Gable is important. Gable, Gary and Paul should work as a team. Since they already knew there was possibility to change material in the middle of the project, they should make appropriate preparation in the beginning, instead of re-doing everything when changes did happen. Limitations: 1. If there was continue communication problems, Gary might do not have updated information from the R&D or from the administrative works, or both. 2. Changes in the middle of the project are unavoidable, standby schedule can be not useful if the change is totally unpredictable. 3. Communication with client can sometimes save time of not re-doing the works if they can identify the problem earlier, but it also can delay the project since the clients always want more. 4. Gary and Paul might have different perspective from Gables since their positions are different. Top manager will have different thought from project manager no matter how well the communication is.

Blue Spider Profile


Percentile Rankings 0 1. Project Mission 2. Top Management Support 3. Project Schedule 4. Client Consultation 5. Personnel 6. Technical Tasks 7. Client Acceptance 8. Monitoring and Feedback 9. Communication 10. Troubleshooting Project Success 10 20 30 40 50 60 70 80 90 100

PIP - Blue Spider Project

10

7 Percentile Rankings

6 Series1 5

1 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Ten Critical Success Factors

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