Jones and Shephard Accountants (Chapter 3, pp 166 - 168) Case Study Questions: C

Question

Jones and Shephard Accountants (Chapter 3, pp 166 - 168) Case Study Questions:

Case Study Questions:

1,Provide a synopsis of the Jones and Shephard case.

2,Highlight three enterprise management causes/considerations and three project management causes/considerations for the situation. Include what seemed to be missing.

3,Consider that you are the systems manager who is now responsible for redesigning the organizational structure. What areas need to be addressed for the transition and how will they benefit the company? How will you interact with the upper managers in the company? How do you make this a transition with the least impact on the employees and the customers?

4,How should the transition to a new project management operation be accomplished? Consider what the enterprise should need to know about project management and the new structure. How much time do you recommend for the transition to the matrix organizations? Be sure to include your rationale.

5,What other organizational changes should be made? How do you work with the manager of operations to gain his/her support for your organizational changes?

name of the book : Project Management: A Systems Approach to Planning, Scheduling, and Controlling
11th Edition
Harold Kerzner
2013 Wiley

Explanation / Answer

Hi,

Thanks for the question.

Answer 1)

This is the case of the company in which company expanded very rapidly and hired lot of people to run the organization in a very smooth and efficient manner. But at one point of time, the company is unable to keep up with the pace of the organization and things went haywire.

Answer 2)

Management causes:

Project Management causes:

Answer 3)

Being the system manager, I would be addressing the following problems:

Most important thing that will be done is restructuring the team. This will lead to multiple benefits:

Answer 4)

The restructuring should be based on the balanced matrix technique which is basically the structuring on the basis of the ownership in the project rather than the functional matrix in which the hierarchy is based on the functions that the individuals perform.

This should take immediate transition as the project is on a monthly deadline.

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