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Blue Spider Project Essay

1808 words - 8 pages

Iniciação ao Projeto II

Assignment #2 “The Blue Spider Project”

1. If you were Gary Anderson, would you have accepted this position after the director stated that this project would be his baby all the way?
Na posição de Gary Anderson teríamos aceitado a proposta de Henry Gable. PRÓS:    A ambição de Gary Anderson de querer subir na Empresa, melhorar a sua carreira e passar a ter um papel mais importante era correspondida com a promoção ao cargo oferecido por parte do seu superior; O conhecimento necessário para exercer esta função era comprovado com o MBA que Gary tinha no seu currículo; Vasta experiência e papel de relevo, por parte de Gary, no Departamento de I&D. CONTRAS:  ...view middle of the document...

Durante o desenrolar do projeto há vários exemplos destas competências em falta, sobretudo a falta de comunicação, má distribuição de tarefas e visão deficiente sobre os processos.

3. Is it possible for an executive to take too much of an interest in an R&D project?
O papel de Henry Gable, enquando diretor do departamento de engenharia, é ter o seu foco no funcionamento e objetivos do departamento. Assistiu-se, com a chegada do novo projeto, a uma tentativa de se posicionar como responsável do mesmo. Este aspeto, aliado à incapacidade de Elliot Grey, diretor de gestão de projetos, na coordenação dos diferentes gestores de projetos, a uma confusão de responsabilidades e reportes de informação. Elliot Grey parece ser de facto o elo mais fraco, visto que aparenta ser quase inexistente na organização. O único momento em que intervém acontece quando o projeto já está com uma percentagem de execução elevada e numa crise profunda. Henry Gable tinha uma ligação emocional forte com o projeto, o que resultou em decisões menos claras e uma partilha de responsabilidade dúbia com o gestor de projeto. A organização estrutural da empresa era consistente, mas não estava a passar do papel para a prática.

4. Should Paul Evans have been permitted to report information to Gable before reporting it to the project manager?
Paul Evans deve submeter toda a informação ao gestor de projeto, visto ser ele o seu reporte direto.

Henry Gable assume-se como o sponsor do projeto, na medida em que se posiciona muito próximo do mesmo. No entanto, na ótica da estrutura que a empresa tem montada, a sua responsabilidade dentro do projeto é limitada. Paul Evans, como chefe de engenharia do projeto e número dois do mesmo, tem sob sua alçada a componente de desempenho técnico. A sua partilha de informação com o diretor de engenharia, Henry Gable, é um canal indireto, havendo a necessidade de discussão das matérias, em primeira instância, com o gestor de projeto.

5. Should functional employees of the customer and contractor be permitted to communicate with one another without going through the project office?
A comunicação entre o cliente e a Parks deve passar sempre pelos encarregados pelo projeto. A função do gestor de projetos é fazer a comunicação entre cliente e os vários departamentos. A exigência do cliente em ter um departamento próprio na Parks para monitorizar a evolução do projeto resulta da deficiente estratégia de comunicação do gestor de projeto, incapaz de controlar o fluxo de informação entre as partes. O que se observou ao longo do tempo foi uma constante comunicação fora de tempo tanto para o cliente como para os vários departamentos. O resultado foi uma crescente desconfiança por parte do cliente, que passou a exigir mais documentação e maior frequência de reuniões para colmatar a falta de informação.

Este trabalho adicional retirou tempo e foco a Gary noutras questões essenciais do projeto.

6. Did Gary demonstrate effective time management?

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