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Mini-Case Study: Developing Project Managers at Global Green Books Publishing Global Green Books Publishingis continuing to grow. They now have three large customerstwoin traditional print-based work and the third is a local college. They produce customized eBooksfor this local college. This newest line of work is growing, as other customers hear of their work, and the account managers are speaking with several other colleges and professional associations about taking on additional projects in electronic publishing. As they have grown, they have had to start implementing some project management concepts to plan and manage their work. The founders hired Samantha as a project associate or project manager on a full-time basis to help them introduce project management practices and help them tide over the crisis they were experiencing with rapid growth. Within the first three monthsin her new role as PM, she introduced formal project management processes, created a PM manual and trained the employees to get the work done well. Within a year, the company was delivering projects on schedule, the quality processes worked—and customers were happy withthe products! This success was leading to possible new work and greater opportunities to bringon new customers. As the growth continued, Samantha was now feeling the pressure. She was only one person. And there was so much more to still do. Using her project management skills, she had implemented more formal project management processes, created a PM manual and trained the employees to get the work done well. One area where she especially felt stretched thin was in supporting the supervisors. As the eBook business grew, there were more and more demands on the supervisors. Many were great print technicians who had caught the eye of the founders for their attitudes and customer service ethic.