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(Solved) can you answer 3,4,5 which are related to case 1.1 which are in


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?

 


 

Case 1.1

 


 

Disaster Recovery at Marshall

 

Field?s24

 


 

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,

 


 

42

 


 

Part I

 


 

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

 

and sanitized.

 

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

 

recovery efforts.

 


 

QUESTIONS

 

1. In what ways was the Marshall Field?s ?ood

 

disaster recovery effort a project? Why are

 

large-scale disaster response and recovery

 

efforts projects?

 

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

 


 

Case 1.2

 


 

Flexible Benefits System

 

Implementation at Shah Alam

 

Medical Center25

 


 

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

 


 

Chapter 1

 


 

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

 

resemble?

 


 

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

 

systems.

 

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

 

decisions.

 


 

What Is Project Management?

 


 

43

 


 

 


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