Homework 8 - Homework8 CEE498:ConstructionManagement...

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon
Homework 8 CEE 498: Construction Management Russel, Fall 2008
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
University of Wisconsin – Madison CEE 498 Construction Project Management Homework # 8 - Leadership Leadership Case Study Bill Donoghue is employed by the Irvine Construction Co. as a project manager directing the construction of a new catalytic cracking unit at the Flying A Oil Co.'s refinery. Prior to joining Irvine, Donoghue earned a Master's Degree in Construction Engineering and Management while serving in the U.S. Army Corps of Engineers after graduating from the United States Military Academy. Upon his retirement after twenty years in the Army, he joined Irvine ten years ago and has progressed rapidly through a series of positions of increasing responsibility until he became a project manager three years ago. The jobs he has run as a project manager have been run extremely efficiently; all have been completed on or before the scheduled completion date and at or below the cost estimate. Because of this, Donoghue has acquired the reputation as the rising star of Irvine Construction. John Thomas, president of Irvine, came to Donoghue fifteen months ago and asked him to run the upcoming Flying A cat cracker project. After reviewing the plans, Donoghue said This job is going to be very difficult. The schedule gives us no room for error. The only way I can pull this job off and still make money for the company is to have total confidence in my people. I have to have complete control over the personnel on the job. I have to pick the people I need to be my superintendents and general foremen. If somebody needs to be fired, I have to be able to do it. What I mean is, I have to be the "boss." Thomas agreed and Donoghue was appointed project manager. Before the job began, Donoghue went to the personnel department and obtained information on prospective members of his management cadre. In selecting his subordinates, he concentrated on those individuals with whom he had worked in the past. For those positions for which there were no former co-workers available, Donoghue relied on the performance appraisals of the individuals and his knowledge of the individuals making the performance appraisals. In making the final selections, he was concerned about how well each person measured up on three variables: construction experience, particularly in petrochemical construction; willingness and ability to take responsibility; and goal setting behavior.
Background image of page 2
Donoghue called his management group together before the start of the project to discuss it. During that discussion, he said I spent a lot of time picking you guys for this job. I've worked with all but two of you before and I know the kind of work you can do. You've all got over ten years experience in the industry and some petrochem experience. The major reason I picked you for this job is the schedule we've been given. It's tight and we're going to have to have everything go right for us to make it. This is a big job and I won't have the
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 4
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 04/25/2010 for the course CEE ID taught by Professor Russeljeffries during the Spring '10 term at University of Wisconsin Colleges Online.

Page1 / 8

Homework 8 - Homework8 CEE498:ConstructionManagement...

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online