Crosby Case Study Example | Topics and Well Written Essays - 1000 words

Crosby - Case Study ExampleLivingston conscious that he would be monitoring the completed go through and would be organising meetings for feedback. Discussion whether or not Livingstons pickax of Emary as project manager was a mistake Tim Emary had expertise in the areas of scheduling and he was a competent planner. However he did not belong to any of the segments like the EDP department, the functional department or the project management departments. Thus, the instance be acts an unusual one where the project manager does not come from these departments and hence problem may arise. The problem behind selection of Emary was that he might not be able to deal with the problems that the company may come across while the project is on. If someone from these departments had been establish these problems would not have occurred and hence appointing the right person for the management of projects is essential. In every project, a power structure is maintained in the management which d epends on the project size, the sub projects under each project and contrasting individuals would be required to do the supervise these under winnings. Now for each segment of the project different project managers should be employed who have their specific skills. But in this particular case a unusual project manager is appointed and hence he may not be able to own and monitor so many tasks at the same time. Even if he had expertise in all told the areas like computers or EDP or other functions it might have been feasible but Livingston himself admitted that he knew nothing about any of the segments of the project and hence his appointment is basically unfavourable for the successful accomplishment of the project. Livingston should have appointed someone who had experience and basic knowledge about computers, MIS or EDP as well as good in delivering projects on time. The possible reaction of the functional employees to the appointment of Emary as project manager The functional employees would naturally react adversely to this situation. They would feel less motivated to bring in the project because of this new entrant in the entire project scenario. They would be less affiliated to the duties that they would be assigned. However, they would not contradict the finality that their president has imposed on them but they might starting non cooperation in their daily work and might dishonour the instructions that Emary might put to them. Slowly this pull up stakes result in the deterioration of the quality of the project. Since Emary has been brought into the project as a scheduler and an expert in delivering projects on time, the employees might try to find out ways to make the pace in which the project is taking place sluggish only to prove in an indirect way that the presidents decision was wrong. They might also waste resources or not properly utilise the resources to make the project pricy with the same motive in their minds. However, this kind of i nsufficiency in a project that is eminent-value can be expensive for the company both financially as well as the long lost report that the company aims at regaining. Impact of cost and time constraints on networking techniques and project schedules Execution of a high value project requires implementation of proper networking techniques like PERT, CPM etc. in order to schedule the entire activity in a time based way and find of the