8. Should Paul Evans have been permitted to report information to Gable before reporting it to the project manager?

Paul Evans as a project Engineer has the responsibility to report to the Gable before reporting it to the project manager. As a project engineer, Paul Evan need to inspect all the testing and assist the Director of Engineering in design solutions to non-conformance or quality problems encountered during testing. he Director of Engineering has been assigned the specific responsibility of overseeing the overall construction of the project or the test matri!. "t is no #rong Gable give an order to Paul Evans to report to him every morning #ith the ra# date results of the previous day$s testing. "n the e!tended absence of the Project %anager or the Project %anager fail to done its duties, the Director of Engineering shall delegate the duties of the Project %anager. he Project Engineer may perform the duties of the Project %anager in order to ma&e sure the progress of the project is on schedule #ithout delay. 'ut in the other hand Paul Evans himself thin&s that Gable might manipulate them, because he thin&s this is his o#n project. "n most cases this should not be allo#ed because the information can be used against the project manager. "t #ould be a better solution that the project manager should be informed at first if the information might strongly influence the project.but in the other hand Paul Evans himself thin&s that Gable might manipulate them, because he thin&s this is his o#n project. "n most cases this should not be allo#ed because the information can be used against the project manager. "t #ould be a better solution that the project manager should be informed at first if the information might strongly influence the project.

9. Is it customary for the project manager to prepare all of the handouts for a customer interchange meeting? (es of course, it is necessary because every one of them #ant a copy of all handouts to be presented at last ) days before. *urthermore it is essential for them, because they #ant to scrutini+e the data. *urthermore it is necessary for them to ma&e the right decisions and avoid mista&es. !. "hat happens "hen a situation of mistrust occurs bet"een the customer and contractor? ,ne of the #orst situations that can occur is #hen there is mistrust bet#een the customer and contractor. he customer loses faith in the contractor and in return the contractor may become defensive and abrasive. -hen a situation of mistrust occurs the follo#ing events ta&e place. / %ore interchange meetings / %ore documentation / 0ustomer representation on your site . Should functional employees of the customer and contractor be permitted to communicate "ith one another "ithout going through the project office? All functional teams should #or& together #ith the common interest of the project, it is strongly suggested to have formal internal meeting prior to starting or ma&ing changes to a project, rather than informing people about #hat needs to happen by them after changes are made. #. $id Gary demonstrate effective time management? Gary does not perform effective time management. *irstly, Gary focused too much on 12D #or&s or administrative paper #or&s #ithout a balance. 'esides, there are no standby schedule #hen the formal one #as interrupted by predictably possible

0hanges. "n other hand, Paul3s job is to ta&e most responsibility for the 12D #or&s. Additional staff can ta&e responsibility for additional administrative paper #or&s. Gary can spend most of his time on managing the #hole project through managing other people. *urthermore, Gary should schedule of meeting #ith Gable is important. Gable, Gary and Paul should #or& as a team. 4ince they already &ne# there #as possibility to change material in the middle of the project, they should ma&e appropriate preparation in the beginning, instead of re-doing everything #hen changes did happen. Gary should also maintain a good relationship #ith the customer by meeting #ith 5ord at every stage of the project. 6e can use electronic detailed schedule and tas& sheets and update them daily, this #ill help both parties &no# #here they are and #here they are going. Gary got so caught up in one tas& that he al#ays ended up losing time for the other tas&s. 6e should have a proper fi!ed plan #ith some slac& time for each tas&. 6e should also assign people #ith the e!pertise in each tas& to the tas&s instead of ta&ing care of it all. . he entire project team should be made a#are of the schedule. "f there are any delays, from any of the functional mangers, the project manager must then negotiate the schedule requirements along #ith cost and performance requirements #ith each functional manger. %. $id Gary understand production operation? "n my opinion, Gary possess as a Ph.D. in the mechanical engineering should have basic &no#ledge on the production operation but in the case study it sho#n that Gary does not understand production operation as #hen he decides to develop the bill materials himself. -hen a meeting #as conducted to consider rescheduling of the mi!, Gary does not done its duties as project manager to plan and controlling all the activities. *or e!ample, the engineering integration does not been noticed earlier to prepare the bill of material. 'esides, he also discuss #ith the production manager #hat is the consequence #hen reschedule the mi!. herefore, there a major problem in management by the Gary. he functional managers #ere al#ays &ept in the dar& till the end and thus they #ere unable to help much during any crisis. his should be avoided so that the functional

managements can provide more suggestions, time, personnel, and other resources if needed. Gable #as unavailable most of the time and #hen he #as, he intervened #ith the project #ithout letting Gary &no#. 'oth of them should #or& together so that rescheduling or re#or& and conflicts are minimi+ed. &. 're functional employees authori(ed to ma)e project decisions? (es, functional employees authori+ed to ma&e project decisions but they must have approval from their seniors to ma&e project decisions. *. !n +,$ projects- should profits be boo)ed periodically or at project termination? here must be clear timelines and profits need be boo&ed only if one phase of the project is over and to that e!tent. 4ome 12D projects quite fail to provide the e!pected financial result. 4ince the technical success of 12D cannot be guaranteed, technology development is quite ris& than technology acquisition. "f the planned performance specification #ill not achieved, the 12D and manufacturing cost #ill become higher than e!pected. .. Should a project manager even sensor bad ne"s? 7o, project manager need have solution along #ith bad ne#s. *or managing a project, delivering bad ne#s should be in e!pectation. "t is quite difficult to completely e!ceed e!pectation in every aspects of a project. /. 0ould the above 1mentioned problems have been resolved if there had been a singular methodology for project management in place? A singular methodology for project management can be used to ta&e advantages of the associated synergistic effects required #hen managing a project. "t should including a specific approach, templates, forms, and even chec&lists used over the project life cycle. "t is not very effective method by develop a different methodology for every type of projects. -hen it has a singular methodology, customer has a single point of contact for information.

8. 0an a singular methodology for project management specify morality and ethics in dealing "ith customers? If so- ho" do "e then handle situations "here the project manager violates protocol? (es, in project management, morality and ethics is very important thing to obtain support of project team. Ethics mean moral principles that govern a person3s behavior or the conducting of a project or activity. "n project management it is especially referred to project manager, the person #ho responsible as leader for project and overseeing staffs. "f there any project is failed or cannot completed, project manager should have ta&en this responsible and can admit their #rong not just accuse their staffs. 6o#ever, it is not just only project manager3s mista&es, some project manager are committed and e!cellent in their #or&, but due to some mista&es it cause fail the project and #e can say that it is team mista&e not only project manager mista&e.

9. 0ould the lesson learned on the success and failure during project debriefings cause a major change in the project management methodology? (es, it could cause a major change in the project management methodology. 4haring the lessons learnt can help in avoiding the same pitfalls again.