Comment on the following aspects of the case study a

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continually changing scope. Comment on the following aspects of the case study: a) Who are the stakeholders of this project? Who are the key stakeholders of the project? b) What impacts could these requested changes have on the budget? c) Could these requested changes also impact the schedule? If so, how? d) What is Global Green Book’s process for dealing with changes from their customers? Do you see any possible issues with this process? e) How would you recommend that Global Green Books handle these changes? Who should be involved? f) What should Global Green Books do about the conflicting inputs from their customer the bookstore manager who wants inexpensive eBooks and the professor who wants the best and most up-to-date collection of readings possible for her courses?
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Mini-Case Study: Closing Projects at Global Green Books Publishing Global Green Books Publishingis continuing to grow. The customized eBooks line of work is continuing to grow, and they now have a lot of experience from the eBook projects that they have completed for their first eBook customer, a local college, and for their newer customers. However, as new projects come in and start to run into problems, some of the project managers in the project management office and their manager, Samantha, were discussing how it seems like it is déjà vu all over again some of the same problems that they thought they had solved in working with supervisors and their teams on past projects keep on occurring. The eBook projects are functioning well, and customers are happy with the results. Repeat orders are coming in and new customers are turning to Global Green Books for their eBook production needs. But, there are just some problems that seem to keep popping up. One of the project managers even described dealing with these problems as being like playing the popular arcade game of “Whack-a-Mole” - as soon as you deal with one to make it disappear, the same one or another one just pops up. It seems like a never-ending struggle to try and solve some of these problems, especially when some seem like they were already solved on another earlier project. In the PM handbook that Samantha had implemented, when projects completed the supervisors finished tracking all of the actual effort and costs and turned that information over to cost accounting for billing purposes. As Samantha and colleagues implemented the project management office, they modified the PM manual to have a copy of this information also shared with the project management office. They have found this information to be sometimes useful as historical data to help develop estimates for new projects as requests for new eBooks come in from their customers. The PMO team was discussing making changes to the PM manual and holding a short training for supervisors to implement some improvements to their project completion processes. They wanted to change their standard job template to incorporate these additions: a planned task for supervisors to close out the project, a task to create a lessons learned report, and an optional task for a closing celebration for the team to mark the end of the project, They felt that it was important that the PMO start capturing lessons learned. These could be

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