can you answer 3,4,5 which are related to case 1.1 which are in pg.43
2. How does the project you are studying ?t the de?nition of a project?
3. What kind of project management is used?program, product, matrix, pure, or
other? Explain. Is it called ?project management,? or something else?
4. What kind of role does the project manager have?expeditor, coordinator, pure
project, or matrix manager? Explain. What is his or her title?
Disaster Recovery at Marshall
Early one morning, basements in Chicago?s downtown central business district began to ?ood.
A hole the size of an automobile had developed
between the river and an adjacent abandoned tunnel. The tunnel, built in the early 1900s for transporting coal, runs throughout the downtown area.
When the tunnel ?ooded, so did the basements of
buildings connected to it?some 272 in all, including that of major retailer Marshall Field?s.
The problem was ?rst noted at 5.30 am, when
a member of the Marshall Field?s trouble desk saw
water pouring into the basement. The manager of
maintenance was noti?ed and immediately took
charge. His ?rst actions were to contact the Chicago Fire and Water Departments, and Marshall
Field?s parent company, Dayton Hudson in Minneapolis. Electricity?and with it all elevator, computer, communication, and security services for the
15-story building?would soon be lost. The building was evacuated, and elevators were moved
above basement levels. A command post was set
up and a team formed from various departments,
such as facilities, security, human resources, public
relations, and ?nancial, legal, insurance, and support services. Later that day, members of Dayton
Hudson?s risk management group arrived from
Minneapolis to take over coordinating the team?s
efforts. The team?s goal was to ensure the safety of
employees and customers, minimize ?ood damage, and resume normal operations as soon as possible. The team hoped to open the store to customers 1 week after the ?ood began.
An attempt was made to pump the water out;
however, as long as the tunnel hole remained unrepaired, the Chicago River continued to pour back
into the basements. Thus, the basements remained
?ooded until the tunnel was sealed and the Army
Corps of Engineers gave approval to start pumping. Everything in the second-level basement was
a loss, including equipment for security, heating,
Philosophy and Concepts
ventilation, air-conditioning, ?re sprinkling, and
mechanical services. Most merchandise in the
?rst-level basement stockrooms was also lost.
Electricians worked around the clock to
install emergency generators and restore lighting
and elevator service. Additional security of?cers
were hired. An emergency pumping system and
new piping to the water-sprinkling tank were
installed so the sprinkler system could be reactivated. Measures were taken to monitor ventilation
and air quality, and dehumidi?ers and fans were
installed to improve air quality. Within the week,
inspectors from the City of Chicago and OSHA
gave approval to reopen the store.
After water was drained from Marshall Field?s
basements, damaged merchandise was removed
and sold to a salvager. The second basement had
to be gutted to assure removal of contaminants.
Salvageable machinery had to be disassembled
The extent of the damage was assessed and
insurance claims ?led. A construction company
was hired to manage restoration of the damaged
areas. Throughout the ordeal, the public relations
department dealt with the media, being candid yet
showing con?dence in the recovery effort. Customers had to be assured that the store was safe. The
team overseeing the recovery initially met twice
a week to evaluate progress and make decisions,
then slowly disbanded as the store recovered.
This case illustrates crisis management, an
important element of which is having a team that
can move fast to minimize losses and quickly
recover damages. At the beginning of a disaster there is little time to plan, though companies
and public agencies often have crisis guidelines
for responding to emergency situations. When an
emergency occurs they then develop more speci?c, detailed plans to guide short- and long-term
1. In what ways was the Marshall Field?s ?ood
disaster recovery effort a project? Why are
large-scale disaster response and recovery
2. In what ways do the characteristics of crisis
management as described in this case correspond to those of project management?
3. Who was (were) the project manager(s), and
what was his (their) responsibility? Who was
Flexible Benefits System
Implementation at Shah Alam
The senior management of Shah Alam Medical
Center decided to procure and implement a new
system that would reduce the cost and improve
the value and service of its employee bene?ts
coverage. The new system would have to meet
four goals: improved responsiveness to employee
needs, added bene?ts ?exibility, better cost management, and greater coordination of human
resource objectives with business strategies. A
multifunctional team of 13 members was formed
with representatives from the departments that
would rely most on the new system?Human
Resources (HR), Financial Systems (FS), and Information Services (IS). This team would ensure that
the departments? needs would be met. The team
also included six technical experts from the consulting ?rm of Hun and Bar Software (HBS).
Early in the project a workshop was held with
participants from Shah Alam and HBS to clarify
and ?nalize project objectives and develop a project plan, milestones, and schedule. Project completion was set at 10 months. In that time, HBS had
to develop and supply all hardware and software
for the new system; the system had to be brought
on-line, tested, and approved; HR workers had
to be trained how to operate the system and load
existing employee data; all Shah Alam employees
assigned to the project team, and why were
they on the team?
4. Comment on the appropriateness of using
project management for managing disaster
recovery efforts such as this.
5. What form of project management (basic, program, and so on) does this case most closely
had to be educated about and enrolled in the new
bene?ts process; and the enrollment data had to be
entered in the system.
The director of FS was chosen to oversee the
project. She had the technical background, and had
previously worked in the IS group in implementing Shah Alam?s patient care information system;
everyone on the team approved of her appointment as project leader. She selected two team leaders to assist her, one each from HR and IS. The HR
leader?s task was to ensure that the new system
met HR requirements and the needs of Shah Alam
employees. The IS leader?s task was to ensure that
the new software interfaced with other Shah Alam
Members of the Shah Alam team worked on
the project on a part-time basis, spending roughly
half the time on the project and the other half
on their normal daily duties. The project manager and team leaders also worked part-time on
the project, although each gave the project priority. Shah Alam?s senior management had made it
clear that meeting project requirements and time
deadlines was imperative. The project manager
was given authority over functional managers
and project team members for all project-related
What Is Project Management?
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