Description
the discussion from this point forward in this class is based on the Appendix B Case Study, specifically referring to Section VI and VII. Address all the questions below
Project managers frequently confront difficult decisions. Some can be micro and specific, for example, which one of the team members to assign to a certain task. Others can have significant implications, for example, which vendor to choose to work on an important project activity. Some decisions are made individually when a team decision is likely to be more appropriate; for example, as shown in the case in Appendix B, Section VI, if Mr. Zhang was to listen to the team and conducted another round of testing, problems further downstream would likely be reduced. Imagine you were the project manager and you supported the teams recommendation of another round of testing. Yet Mr. Zhang rejected it.
- As the project manager, you know the project was not going well. But Mr. Zhang and perhaps other executives were not listening. In hindsight, what were some of the tactics you could use to bring greater credibility to your warnings?
- Knowing what you know now – that the project failed, what would you have done differently to make sure Mr. Zhang understood the implication of proceeding with the project development with such a high number of severe defects?
- In the final analysis of the project, what are the top factors that contributed to the failure of the projects?
