Reference no: EM131904060

Case Study: ICS, Inc. Ivana is the owner of ICS, Inc. an information systems consulting firm of 20 employees. The company mostly designs and implements information technology projects for small and medium-size businesses in the metropolitan area. Although ICS has a sufficient level of business, the environment is becoming more competitive as more entrepreneurs are starting their own information technology consulting businesses. Ivana does all the marketing for ICS and is the primary contact between ICS and its customers. ICS just received a contract from a Fortune 100 company to design and implement an e-business system for one of their distribution centers. ICS beat out several competitors, including some larger national consulting firms, to win this contract. This was due in part to ICS bidding a bare bones low price, and Ivana promising the customer that ICS would complete the project in six months, even though the customer specified that the project had to be completed in nine months or less. She knows that if ICS successfully completes this project and shows that it can beat the customer's expected schedule, it could lead to a larger contract to implement similar systems in the client's other distribution centers throughout the country.

As soon as Ivana heard that ICS won the contract, she called eight of her employees together whom she wanted to work on the project. "Some of you may not be aware of it, but I submitted a proposal to a very large client, our largest ever, to implement an e-business system for one of their distribution centers. This is a really important project for me because if we are successful, there will be other future projects with this customer, and ICS can become a major consulting firm-my dream come true. I must tell you, this is a fixed-price contract, and I cut our price as low as I could to increase our chances of winning the contract. I also promised them that we could complete the project in six months, even though they would have been satisfied with nine months. So I want to be very clear with all of you, this project is very important to me and ICS, so I expect each of you to put in whatever time is necessary to get it done on time. You'll have to figure out how to get your other work done in the meantime. And, I want to emphasize, mistakes will not be tolerated. There is too much at stake. I need to leave for a business lunch now.

But here are copies of the proposal I submitted. Look it over, and then get together and get to it." As they left the conference room, Patrick, a systems designer, said, "Let's all read the proposal and get together about 9 o'clock tomorrow morning to figure out who needs to do what." Ivana overheard Patrick's comment, and she piped in, "Tomorrow! Maybe you didn't hear me say how important this project is. I suggest you read the proposal now, and get together this afternoon or evening." Ester, a programmer spoke up, "I have an appointment with my obstetrician this afternoon for my six-month checkup." Ivana snapped, "Well, you'll just have to reschedule it. The baby's not due for three more months anyway. What's the big deal? My mother delivered five children with a midwife, no doctor, and we all survived." After Ivana left, Ester, with tears in her eyes, told the others, "What a witch. If I didn't need the health insurance benefits, I'd quit today." The group got together later that afternoon. Patrick took the lead in facilitating the discussions, only because he was the longest-term employee. Harvey, the other systems designer in the group, and one of the newer and younger people in the group, asked, "Patrick, are you, like, going to be, like, the leader on this project?"

"That's not the way things really work around here. We all know who the real project manager is, don't we?" responded Patrick. And most of the group answered in unison "Ivana!" and laughed. As the group discussed the proposal, many questions came up. And there was a difference of opinion between Patrick and Harvey regarding the system design approach. Patrick's approach was less risky, but might be more time-consuming; Harvey's approach was more risky, but would take less time if it worked. Patrick said, "Let me try to meet with Ivana in the morning and get some answers, if that's possible." "Maybe we should all meet with her," said Harvey. "Ivana's not a big fan of long meetings with a lot of people. She thinks they're a waste of everyone's time," answered Patrick. Patrick met with Ivana the next morning. "Well, does everybody have everything figured out?" asked Ivana. "Actually, we stayed late last night discussing the proposal, and we have some questions. The proposal seemed ambiguous in some...." Ivana interrupted, "Ambiguous! The customer didn't think it was ambiguous. I don't think it's ambiguous. So now you tell me why you think it's ambiguous." "Well, for example, Harvey and I have come up with two different design schemes; one more risky but might take less time, the other less risky but could take longer," stated Patrick.

"One meeting and you guys are arguing with each other like little children," Ivana jumped in. "Didn't you ever hear of teamwork? Here is what I want-less risky and less time. No should's, could's or might's. You two are just going to have to figure it out and not waste any time. Do I have to make all the decisions around here? What else? I don't have all day. And I'm glad to hear that everyone was willing to work late last night because that's the kind of commitment it's going to take to get this project done on time. You know, I pay top salaries, and I expect people to do whatever it takes to get the job done. And if anybody can't handle it, they can go find a job somewhere else. They'll see that the grass isn't always greener on the other side of the fence." As Patrick turned and left Ivana's office, she said, "By the way, as a reward for winning the contract, I'm treating myself to a two-week vacation in Europe. And tell the others that when I get back, I hope to find the project is well on its way; and no fighting." Later in the day, as Ivana was walking down the hallway, she saw Ester and said, "I assume you were able to reschedule your doctor appointment."

Ester replied, "Yes, but not for two more weeks. It's going to be tough trying to keep up with the work during these last three months." "Tough?" responded Ivana. "Let me tell you what tough is. I helped raise my four younger brothers and sisters after my mother died giving birth to my youngest sister. Then I worked my way through college, going at night for almost 10 years while raising four children of my own. So the next time you think you have it tough, just think about how tough some other people have had it. I hope you can get most of your part of the work done on the project before your baby arrives. I'm counting on you." At about 6 o'clock, Harvey stopped by Ivana's office. "Gotta minute?" asked Harvey. "Only a minute," responded Ivana. "I'm meeting a friend for dinner, so make it quick." "There is a computer conference in Las Vegas next month," Harvey said, "and I was wondering if I could have your approval to go? There are a lot of new things I could learn that may help us on this project." "You've got to be kidding!" answered Ivana. "You want me to pay to send you to some conference to party while we have a deadline to make on this project? And everybody else is going to be back here working their butts off? Where is your sense of priorities? Don't you feel any responsibility to the rest of the project team? I swear, I am the only one around here who thinks about teamwork! Maybe when the project is over, you can find some conference that's closer and cheaper. I've got to go. By the way, tell whoever leaves last tonight to make sure the coffee pot is turned off. It was left on last night." As Ivana walked briskly by Harvey, she murmured, "Sometimes I feel like I have to be everybody's mommy around here."

CASE QUESTIONS

1. Considering Ivana's management style, how should the group of employees assigned to the project proceed?

2. How should the project members interact with Ivana throughout the project?

3. Why do you think Ivana behaves the way she does?

4. Should the project members approach Ivana about her management style? If so, how?