Reference no: EM132504249

Discuss the following questions:

Question 1: You've worked as a senior-level programmer for six years, participating as a team member on several high-profile computer networking projects. Last month you interviewed for a new project manager position within your company's wireless solutions group. You were selected as project manager and assigned a team of six programmers with varying levels of experience: Some are fresh out of college; others have nearly 25 years in the IT industry. Your team's biggest project is a new wireless routing device which is two months behind schedule. How specifically can you motivate your team based on some influences outlined in Chapter 8? What actions would you take? What kind of changes would you make? what would you do to avoid such a delay in future projects

Question 2: You and your project team need to purchase a major piece of equipment to successfully complete your project. Everyone on your team agrees the equipment is necessary. You've talked with your boss about the purchase and she's on-board as well. Yet several weeks go by and you're no closer to order the piece of equipment because no one seems able (or willing) to approve the purchase. What are some things you can do as project manager to figure out who has the authority to make the purchase happen for this project? Who bares this responsibility? What could have been done to prevent this from happening?

Question 3: Two team members on the large multidisciplinary product testing team you project-manage are consistently late turning in weekly reports. When you spoke with each of the team members' individuals, they both said, essentially, that you aren't their manager so getting their reports to you is a secondary importance to them. What are two specific things you can do to encourage these team members to contribute to the project on time? How this could have been prevented in the first place? From project management point of view, what could this lead to?

Question 4: After several years of successfully managing projects at an automotive parts manufacturer, Sean decided to skip formally planning and monitoring his latest project because he believes he has adequate experience to respond to any problem that might arise. He also contends that no one in the organization ever looks at plans anyway. As Sean's manager, what might you tell him to convince him of the importance of ongoing planning and monitoring? What could happen to Sean's projects if no one takes any corrective actions? If Sean insists and refuses to follow corrective measures, would it be reasonable to fire him? and why?