MGT 323 Saudi Electronic University Project Management The Reluctant Workers Case Study please don’t cop or paste anything. don’t change the cover page ple

MGT 323 Saudi Electronic University Project Management The Reluctant Workers Case Study please don’t cop or paste anything. don’t change the cover page please.check the file Assignment-3Case Study:Please read the case “The Reluctant Workers.”from Chapter 6 “Management of your time and stress” given in your textbook – Project Management: A Systems Approach to Planning, Scheduling and Controlling 10th edition by Harold Kerzner and Answer the following Questions:“Employees are not showing interest in meetings and discussion”. Why do you think such culture exists in the company? Share your views. What are the challenges Tim is facing to execute his project. Explain. “Motivation is a key to change”- what according to you should be Tim’s approach towards employees. What is Work, Life balance? What role does it play in day-to-day life of an employee? College of Administrative and Financial Sciences
Assignment 3
Deadline: 11/April/2020 @ 23:59
Course Name: Project Management
Student’s Name:
Course Code: MGT323
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be
reduced for poor presentation. This includes filling your information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted.
ASSIGNMENT-3
Project Management (MGT323)
Second Semester (2019-2020)
Assignment Workload:
• This Assignment consists of Case Study.
• Assignment is to be submit by each student individually.
Assignment Purposes/Learning Outcomes:
After completion of Assignment-3 students will able to understand the
Ability to explain project execution. (LO. 4.4)
Demonstrate ability to work with others effectively as a team member in project
management, related to case studies or new themes. (LO. 3.2 and 3.5)
The ability to write a coherent report on project management case studies. (LO. 4.5)
Assignment Regulation:
• All students are encouraged to use their own words.
• Student must apply “Times New Roman Font” with double space within their
reports.
• The attached cover-page has to be used, duly filled. Submissions without the
cover page will NOT be accepted
• A mark of zero will be given for any submission that includes copying from other
resource without referencing it.
• Assignment -3 should be submitted on or before the end of Week-12.
• If the assignment shows more than 25% plagiarism, the students would be graded
zero.
Assignment Structure:
A.No
Assignment-1
Assignment-2
Assignment-3
Total
Type
Essay
Critical Thinking
Case study
Marks
5
10
10
25
Assignment-3
Case Study:
• Please read the case “The Reluctant Workers.” from Chapter 6 “Management
of your time and stress” given in your textbook – Project Management: A
Systems Approach to Planning, Scheduling and Controlling 10 th edition by
Harold Kerzner and Answer the following Questions:
1. “Employees are not showing interest in meetings and discussion”.
Why do you think such culture exists in the company? Share your
views. (2.5 Marks)
2. What are the challenges Tim is facing to execute his project.
Explain. (2.5 Marks)
3. “Motivation is a key to change”- what according to you should be
Tim’s approach towards employees. (2.5 Marks)
4. What is Work, Life balance? What role does it play in day-to-day
life of an employee? (2.5 Marks)
• Due date for the submission of Assignment-3:
• Assignment-3 should posted in the Black Board by end of Week-10.
• The due date for the submission of Assignment-3 is end of Week-12.
Answer:
1.
2.
3.
.
.
Chapter 6
Management of Your
Time and Stress
Time Robbers
v
v
v
v
v
v
v
v
Incomplete work
A job poorly done that must be done over
Poor communications channels
Uncontrolled telephone calls
Lack of adequate responsibility and
commensurate authority
Poor functional performance
Changes without direct notification/
explanation
Casual visitors
Time Robbers (Continued)
v
v
v
v
v
v
v
v
v
Waiting for people
Failure to delegate, or unwise delegation
Poor retrieval systems
Lack of information in a ready-to-use
format
Day-to-day administration
Spending more time than anticipated in
answering questions
Lack of sufficient clerical support
Late appointments
Impromptu tasks
Time Robbers (Continued)
v
v
v
v
v
v
v
v
v
v
Union grievances
Having to explain “thinking” to superiors
Too many levels of review
Too many people in a small area
Office casual conversations
Misplaced information
Sorting mail
Record-keeping
Shifting priorities
Indecision or delaying decisions
Time Robbers (Continued)
v
v
v
v
v
v
v
v
v
Procrastination
Proofreading correspondence
Setting up appointments
Too many meetings
Monitoring delegated work
Unclear roles/job descriptions
Unnecessary crisis intervention
Overcommitted outside activities
Executive meddling
Time Robbers (Continued)
v
v
v
v
v
v
v
Budget adherence requirements
Poorly educated customers
Need to get involved in details to get job
done
Not enough proven or trustworthy
managers
Vague goals and objectives
Lack of job description
Too many people involved in minor
decision making
Time Robbers (Continued)
v
v
v
v
v
v
v
v
Lack of technical knowledge
Disorganization of superiors
Lack of authorization to make judgement
decisions
Poor functional status reporting
Inability to use one’s full potential
Overeducated for daily tasks
Work overload
Unreasonable time constraints
Time Robbers (Continued)
v
v
v
v
v
v
v
v
v
Lack of commitment from higher authorities
Not being responsible for the full scope
Indecision on the part of higher management
Too much travel
Lack of adequate project management tools
Poor functional communications/writing skills
Departmental “buck passing”
Meetings with executives
Inability to relate to peers in a personal way
Time Robbers (Continued)
v
v
v
v
v
v
v
Rush into decisions/beat the deadlines
People being overpaid for their work
Lack of reward (“a pat on the back can do
wonders”)
Expecting too much from one’s people
and oneself
Multiple time constraints
Non-supportive family
Company political power struggles
Time Robbers (Continued)
v
v
v
v
v
v
v
v
Going from crisis to crisis
Conflicting directives
Line management acting as a “father”
figure
Fire drills
Lack of privacy
Lack of challenge in job duties
Project manager not involved/
unknowledgeable about decision making
Bureaucratic roadblocks (“ego”)
Time Robbers (Continued)
v
v
v
v
v
v
v
Empire-building line managers
No communication between sales and
engineering
Too much work for one person to handle
effectively
Excessive paperwork
Lack of clerical/administrative support
Workload growing faster than capacity
Dealing with unreliable subcontractors
Time Robbers (Continued)
v
v
v
v
v
v
v
v
Reeducating project managers
Lack of new business
Personnel not willing to take risks
Demand for short-term results
Lack of long-range planning
Being over-directed
Changing company systems, which
requires relearning
Overreacting management
Time Robbers (Continued)
v
v
v
v
v
v
v
v
v
Poor lead time on projects
Disregard for company or personal things
Documentation (reports/red tape)
Large number of projects
Inadequate or inappropriate requirements
Desire for perfection
Lack of dedication by technical experts
Poor salary compared to contemporaries
Lack of project organization
Time Robbers (Continued)
v
v
v
v
v
v
v
v
Constant pressure
Constant interruptions
Problems coming in waves
Severe home constraints
Project monetary problems
Shifting of functional personnel
Lack of employee discipline
Lack of qualified manpower
Practice Effective
Time Management
Time Management Actions
v
v
v
v
v
v
v
v
v
Delegate.
Follow the schedule.
Decide fast.
Decide who should attend.
Learn to say no.
Start now.
Do the tough part first.
Travel light.
Work at travel stops.
Time Management (Continued)
v
v
v
v
v
v
v
v
v
v
Avoid useless memos.
Refuse to do the unimportant.
Look ahead.
Ask: Is this trip necessary?
Know your energy cycle.
Control telephone time.
Send out the meeting agenda.
Shut off in-house visits.
Overcome procrastination.
Manage by exception.
Rules
v
Rules for time management
–
–
–
–
–
–
–
–
–
–
Conduct a time analysis (time log).
Plan solid blocks for important things.
Classify your activities.
Establish priorities.
Establish opportunity cost on activities.
Train your system (boss, subordinate, peers).
Practice delegation.
Practice calculated neglect.
Practice management by exception.
Focus on opportunities – not on problems.
Preparing The ToDo Checklist
Questions
v
Questions
– What am I doing that I don’t have to be doing
at all?
– What am I doing that can be done better by
someone else?
– What am I doing that could be done as well by
someone else?
– Am I establishing the right priorities for my
activities?

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