1 IM2011 – PROJECT MANAGEMENT COURSE

CASE STUDY
Source: Larson E.W. & Gray C. F. (2018). Project Management: The
Managerial Process (7th ed.). McGraw-Hill International Edition

Contents
CASE 0: A Day in the Life..........................................................................................................2
Case 1: The Hokies Lunch Group (Chapter 1)...................................................................4
Case 2: Hector Gaming Company (Chapter 2)...................................................................8
Case 3: Film Prioritization (Chapter 2)..................................................................................9
Case 4: Fund Raising Project Selection (Chapter 2)..................................................... 12
Case 5: Moss and McAdams Accounting Firm (Chapter 3)........................................15
Case 6: Horizon Consulting (Chapter 3).............................................................................18
Case 7: Advantage Energy Technology Data Center Migration (Chapter 6).........21
Case 8: XSU Spring Concert (Chapter 7)...........................................................................23
Case 9: Alaska Fly-Fishing Expedition (Chapter 7).......................................................25
Case 10: Kerzner Office Equipment (Chapter 11)...........................................................27
Case 11: Maximum Megahertz Project (Chapter 14)......................................................30
Case 12: The Blue Sky Project (Chapter 10).....................................................................31

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Case 7: Advantage Energy Technology Data Center Migration

(Chapter 6)
(* Prepared by James Moran, a project management instructor at the College of Business,
Oregon State University)
Brian Smith, network administrator at Advanced Energy Technology (AET), has been given the
responsibility of implementing the migration of a large data center to a new office location.
Careful planning is needed because AET operates in the highly competitive petroleum industry.
AET is one of five national software companies that provide an accounting and business
management package for oil jobbers and gasoline distributors. A few years ago, AET jumped
into the “application service provider” world. Their large data center provides clients with remote
access to AET’s complete suite of application software systems. Ex1: Step 1: B.S is a network
administrator at AET company operating in the oil and gas industry. He needs to perform the move of a
data center to the new location and Priority matrix refers to a matrix used in project planning to set project
priorities. Each project involves a trade-off between three different factors including cost, time and
performance. The priority matrix is used to determine which criteria need to be upgraded, accepted or
restricted. Step 2: From the project, it was found that B.S people have 3 to 4 months to complete the
project. Therefore time needs to be limited. Moreover, the company is using information technology
reliability as this is a major competitive advantage. Therefore, the company's performance is improved.
Finally, the company is ready to increase project costs to achieve service reliability. Therefore the cost
could be acceptable. EX2: Develop a WBS for Brian’s project. Include duration (days) and predecessors.
Note1: Define: WBS is a detailed list of steps required to complete a project. It provides many benefits
for project managers. The development of WBS forces project managers to try to think in order to
understand what will be done to end the project. If analyzed properly, scientifically, it allows identifying
the exact steps to complete the project. And node2: use: Project managers can use WBS to build useful
schedules. A specific list of tasks, which forms the basis for realistic estimates and the final construction
of schedules. Besides, it makes project managers capable of developing schedules, known as cascading
schedules. The development of WBS creates conditions for summarization of actual costs and budgets
from multiple work packages. Building a good WBS forces the basics early on in the project instead of
being late. It will take one week to install the ventilation system and three weeks to install the
racks. The renovation of the new data center can begin as soon as the contractors have been
hired. The contractors tell Brian that construction will take 20 days. Brian is happy that
everything has gone well thus far and is convinced that the move will go just as smoothly. t will
take one week to install the ventilation system and three weeks to install the racks.
Brian will do the move over the weekend—two days—when the

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racks arrive, Brian can begin installing them. It will take one week to install the
ventilation system and three weeks to install the racks. The renovation of the new
data center can begin as soon as the contractors have been hired. The
contractors tell Brian that construction will take 20 days. Once the construction
begins and after Brian installs the ventilation system and racks, the city inspector
must approve the construction of the raised floor.

Brian is happy that everything has gone well thus far and is convinced that the
move will go just as smoothly. Now that an official date is set, the network will be
shut down for a day. Brian must move all of the network components to the new
data center. Brian will do the move over the weekend—two days—when user
traffic is at low point.
ASSIGNMENT
1. Generate a priority matrix for AET’s system move.
2. Develop a WBS for Brian’s project. Include duration (days) and predecessors.
3. Using a project planning tool, generate a network diagram for this project.

Note: Base your plan on the following guidelines: eight-hour days, five-day weeks
except for when Brian moves the network components over a weekend, no
holiday breaks, March 1, 2010, is the project start date. Ordering Ventilation
System, New Racks, and Power Supplies/Cables takes only one actual day of
work. The remaining days are the time necessary for the vendors to fill and ship
the order to Brian. So use Finish to Start lags here. Assume that five days after
the start of the Renovation of the Data Center that the raised floor will be ready for
inspection (a Start-toStart lag).

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Case 8: XSU Spring Concert (Chapter 7)

XSU Spring Concert You are a member of the X State University (XSU) student body
entertainment committee. Your committee has agreed to sponsor a spring concert. The
motive behind this concert is to offer a safe alternative to Hasta Weekend. Hasta
Weekend is a spring event in which students from XSU rent houseboats and engage in
heavy partying. Traditionally this occurs during the last weekend in May. Note: You are
now brainstorming potential risks associated with the project.
Ex1: Identify potential risks associated with this project. Try to come up with at least
five different risks.
a. R1: Project delayed (possibility (P): 7/10; effect (E): 9/10; difficulty level to identify
(DLI): 6/10)
b. R2: Risks of security & safety (P: 9/10; E: 10/10; DLI: 8/10)
c. R3: Technical error (P: 5/10; E: 7/10; DLI: 8/10)
d. R4: Performers, especially celebrity ones, do not show up (P: 6/10; E: 4/10; DLI:
7/10)
e. R5: Costs are out of bounds (P: 5/10; E: 3/10; DLI: 7/10).
Ex2: Use a risk assessment form similar to Figure 7.6 to analyze identified risks.
R1 (risky value (RV): 378; risky level (RL): medium)
R2 (RV: 720; RL: extremely high)
R3 (RV: 280; RL: medium)
R4 (RV: 168; RL: low)
R5 (RV: 105; RL: low)
Ex3:Develop a risk response matrix similar to Figure 7.8 to outline how you would deal
with each of the risks.
R1 (Solution (S): choose partners who are reliable or have cooperated for numerous
times; Backup (B): cooperate with many partner for the same task; Sign (Si): task not
yet finished despite being delayed for half of a day)
R2 (S: arrange security staff around event area, carefully check electric devices &
systems, fire engines, medical system at the event zone; B: call for support from local
authorities like police, fire fighters, medic emergency; Si: signs of violence, labour
accidents, explosion, electric leakage)
R3 (S: check whether sound, light & electricity systems are well-functioned prior to the
performance; B: spare at least 1 of each type of systems, equip a electricity generator
in case of sudden black-out; Si: signals from those technical system get flicked or not
response:
R4 (S: keep in touch constantly with performers, organize rehearsals or impose
constraints on performance contracts; B: invite at least two famous performers, if
there are not enough 7 repertoires, hold talk shows, interactions among audiences;
Si: unable to contact performers in long period of time, do not attend rehearsals, not
show up though event’s about to start)
R5 (S: build up a detailed and specific expense list from the beginning, allow
spornsors to be in charge of certain tasks, decrease roof-fund down to $45000 to
save %5000 as a backup; B: call for social fund, make best use of incomes from
shops to solve back-stage problems; Si: project starts coming up with arising
expenses)

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 PROJECT SCOPE STATEMENT

PROJECT OBJECTIVE

To organize and lead a five-day fly-fishing expedition down the Tikchik River system
in Alaska from June 21 to 25 at a cost not to exceed $35,000.
DELIVERABLES ∙ Provide air transportation from Dillingham, Alaska, to Camp I
and from Camp II back to Dillingham. ∙ Provide river transportation consisting of two
eight-man drift boats with outboard motors. ∙ Provide three meals a day for the five days
spent on the river. ∙ Provide four hours fly-fishing instruction. ∙ Provide overnight
accommodations at the Dillingham lodge plus three four-man tents with cots, bedding,
and lanterns. ∙ Provide four experienced river guides who are also fly fishermen. ∙
Provide fishing licenses for all guests.

The president of XSU student body.

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Case 9: Alaska Fly-Fishing Expedition (Chapter 7)

I. SUMMARY OF THE SITUATION

BLueNote Group Chairman wants to reward his top management team with a full-cost fishing
adventure flight in Alaska and Great Alaska Adventures (GGA) will be the company in charge
of this full trip plan.
1. eport the scale of the project
a. Purpose of the project: The exploration took 5 days, TikChik river system in Alaska,
From June 21 to 25, Cost does not exceed $ 35,000.
b. Service supports: Providing aviation transport from Dillingham, Alaska, to base camp I
and from base camp II back to Dillingham; Providing river transport for two to eight people,
boats running with external engines; Providing three meals a day for five days on the river;
Providing four hours for fishing guide; Providing overnight accommodation at the Dillingham
motel and plus three tents four people with cribs, beds and lanterns; Providing four experienced
river guides who are also fishermen; Providing fishing licenses for all guests.
c. Milestones: The contract was signed on January 22; Visitor to Dillingham on June 20;
Depart by plane to base camp I on June 21; Depart by plane from base camp I to Dillingham on
June 25.
d. Technical requirements: Aviation transportation to and from the camps; Transporting
boats in the TikChik river system; Digital mobile communication equipment; Camp and fishing
in accordance with the requirements of the state of Alaska.
e. Limit and exclusions: Visitors are responsible for travel to and from Dillingham, Alaska;
Visitors are responsible for fishing equipment and clothing; Aviation transport to and from the
camps will be hired outside; Tour guides are not responsible for the quantity of salmon caught
by visitors.
2. Solve situations
a. Ideas about risks: Transportation from and to campsites: Aviation lines are delayed (Due
to sudden illness pilot, technical error, weather, ...); It rains / storms heavily during fishing time;
A serious accident during the fishing process on the river; Illness (colds, coughs, fever, ...)
during the exploration; Technical breakdown (The buses may have problems between Base
Camp I, II); Some members forgot to wear protective clothes during fishing trips; Tour guide
having trouble not being able to (get sick ....); Overnight accommodation which cannot be used
(repair houses, damaged tents cannot be used, ...).
3. LESSONS LEARNED: Responsible for team’s time and work; Divide specific tasks; Clear
risk response plan, when needed, must be conducted quickly. End of question.

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Local air transportation to and from base camps will be outsourced.

Tour guides are not responsible for the number of King Salmon caught by guests.

CUSTOMER REVIEW
The president of BlueNote, Inc.

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Case 10: Kerzner Office Equipment (Chapter 11)

1.SUMMARY OF THE SITUATION
Celebrate anniversary 10 years of Kerzner. Hi. I’m Briggs. A team consists of 14 people.
Contact them to arrange an hour-long meeting.
Request: a celebration of Kerzner’s success; a celebration of employees; total allowed cost is
about $ 150,000.
Schedule: 3:00 Introducing project; 3:15 Overview; 3:30 Basic rules; 3:45 Meeting time; 4:00
Pause the meeting.
Briggs introduces himself and the purpose of the meeting; Ask members to introduce
themselves; Summary of his meeting with Tubbs; Tubbs wants them to present formally for 10
weeks; Through the basic rules; Emphasize the meeting will start on time.
2.SUMMARY OF MEETING: Briggs determines the general meeting time; Briggs summarizes
the project: when, where, what, who and how much?; Project announcement will receive about
$ 150,000; Briggs ended the meeting by thanking the members.
3.Answer the question:
a. Commented on how Briggs operates during the first meeting. What should she have done
differently if there?
- During Briggs's first meeting, due to her experience in personnel management, she was very
good at the initial stage of getting acquainted, introducing herself, controlling members'
information and setting up project goals. Later, when it came to meeting content, Briggs was
not good at initial planning of the project and only focused matters like when, where, what, who
and how much.
identify the target -> identify the job -> organization -> Resource and financial planning ->
schedule -> plan control.
- Part of her mistakes was that she did not seek advice from Ms. Cara, who was an interest and
had experience in organizing events.
- In terms of project goals, Briggs lacked project assignments and did not measure the project. As
a result, she did not anticipate the time, budget, and resources needed. Briggs still has no project
schedule and plans to control the project. Briggs's project planning had a human resource problem
as she asked the team members to get ideas from colleagues and not from experienced team
members like Cara Miller.
- Briggs made a mistake in project organization planning by not defining the structure of a project
organization. The Briggs project team has not been arranged in any order and only individuals are
allowed to sit in the same meeting, have no links and no authority and duties.
- Advice for Briggs:+ At the beginning of the project, she should focus on accurately planning
the goals of the project, thereby building the necessary steps in project planning. From the job
definition, Briggs should review the strengths of departments or team members, conduct project
team organization and divide the work more specifically. (It is recommended that functional
structure be used because no change is required in the design and operation of the parent
organization). After the work assignment is finished, she should discuss and collect ideas to set
the schedule as well as the person in charge of project control.

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+ After the meeting is ended, she should have a time for the next meeting with a specific and
clear time, avoiding the case of late members.
+ The meeting should take place in the company's meeting room, not outside for many reasons.
The first is that the members' commuting will be easier, they will feel better when they don't
have to travel far and the delay is also solved. Second, they will realize the importance of this
project more when meeting at the company.

b. What barriers can she face until the completion of this project?
- Briggs's barrier in project implementation is the lack of cohesion and initial cooperation,
the project team which she is responsible must not be chosen by her members and being
selected. The working time of members is limited due to the work of separate departments. The
inspiration for the project and the work responsibilities as this is an established group based on
the choice of another non-project individual and non-voluntary members. Project power is not
high due to the different parts, only the manager is responsible for the project without any strict
constraints.
c. What can she do to overcome these barriers?
- Briggs plans again the entire project in steps specifically; Proposing to the parent
company to reduce administrative working time of team members to compensate for the time of
project operation (low approval rate); Proposal inspiration by providing motivation with project
team; Proposing to re-establish the project team by Briggs himself adding or reshaping the
project team with new members with organizational and time experience. (pretty good because
she trains and hires employees); Proposing to hire staffs to organize external events for more
appropriate advice.
d. What should she do from now until the next meeting?
- Get a specific meeting place in the company; Select a fixed time frame that all members
can attend to report what has been done; Re-start the project by re-planning the project with the
first step of identifying the project goals and defining the work of the project; Division of work
in accordance with the members; There is a set time for each job assigned to the members;
Proposing to reward and commend members for completing the best work.

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questions: when, where, what, who, and how much? She created a stir in the
group when she responded to a question about cost by informing them that top
management was willing to pay up to $150,000 for the event. Megan quipped,
“This is going to be one hell of a party.” Briggs then turned the group’s attention to
identifying a common meeting time. After jousting for 15 minutes, she terminated
the discussion by requesting that each member submit a schedule of free time
over the next month by Friday. She would use this information and a new planning
software to identify optimal times. She ended the meeting by thanking the
members for coming and asking them to begin soliciting ideas from co-workers
about how this event should be celebrated. She announced that she would meet
individually with each of them to discuss their role on the project. The meeting
was adjourned at 4:00 p.m.
1. Critique Briggs’s management of the first meeting. What, if anything, should she
have done differently?
2. What barriers is she likely to encounter in completing this project?
3. What can she do to overcome these barriers?
4. What should she do between now and the next meeting?

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Case 11: Maximum Megahertz Project (Chapter 14)

EX: Some of the reasons why Olaf is having trouble in the main projects are:
- Method of leadership: Obviously, as a CEO, Olaf is completely capable of deciding the
time limit and budget for any project of the company. But what Olaf did again was to give the
responsibility to the project team leaders. He was even hesitant to finish a project that was
behind schedule and consumed the company's budget like the MM project.
- Lack of knowledge: Olaf did not fully understand the importance and technical
requirements of the project, what he saw as a low level of risk when the initial cost of the
project was estimated at only $ 600,000.
- Unreasonable operational plan and lack of time management: perhaps, the "promising
young star" label made Olaf subjective and forgot that he, or the project leader, had to make a
detailed plan to implement the project from the beginning until the project team completed and
handed over the results to WTC. Through this, he and other leaders can easily monitor and
identify potential projects early on the risk of being late or "capitalized".
Solution:
- Change priority orders: to cut down unnecessary and impossible parts of projects.
- Auditing during the process of conducting projects: to take proper solutions to deal with
arising problems and individuals who affect the progressing projects.
- Collect and analyze data: review completed projects and projects’ documents related to
the currently - conducted ones, which helps gain more experiences and solve arising difficulties
more effectively.
- Analyze projects based on SWOT model: to be aware of potentials of project team.
- Contact similar project teams: to share data and experience.
- Shut down impossible projects: to avoid wasting company’s resources and those
resources will be added to support currently – conducted projects.
- Periodically report: to easily control team members and the project’s progress.
- Process to resolve similar problems in the future: CEOs must understand the importance
of each project to decide on whether they should invest in it or not.
- Consider finance conditions and future money demands before budget for a project.
- Supervise project progress to ensure the project not being delayed.

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Case 12: The Blue Sky Project (Chapter 10)

(* Prepared by Erik Larson and V. T. Raja, senior instructor at the College of
Business, Oregon State University)

Garth Hudson was a 29-year-old graduate of Eastern State University (ESU) with
a B.S. degree in management information systems. After graduation he worked
for seven years at Bluegrass Systems in Louisville, Kentucky. While at ESU he
worked part time for an oceanography professor, Ahmet Green, creating a
customized database for a research project he was conducting. Green was
recently appointed director of Eastern Oceanography Institute (EOI), and Hudson
was confident that this prior experience was instrumental in his getting the job as
information services (IS) director at the Institute. Although he took a significant
pay cut, he jumped at the opportunity to return to his alma mater. His job at
Bluegrass Systems had been very demanding. The long hours and extensive
traveling had created tension in his marriage. He was looking forward to a normal
job with reasonable hours. Besides, Jenna, his wife, would be busy pursuing her
MBA at Eastern State University. While at Bluegrass, Hudson worked on a wide
range of IS projects. He was confident that he had the requisite technical
expertise to excel at his new job.

Eastern Oceanography Institute was an independently funded research facility

aligned with Eastern State University. Approximately 50 full- and part-time staff
worked at the Institute. They worked on research grants funded by the National
Science Foundation (NSF) and the United Nations (UN), as well as research
financed by private industry. There were typically 7 to 9 major research projects
under way at any one time as well as 20 to 25 smaller projects. One-third of the
Institute’s scientists had part-time teaching assignments at ESU and used the
Institute to conduct their own basic research.
FIRST YEAR AT EOI
Hudson made a point of introducing himself to the various groups of people upon
his arrival at the Institute. Still, his contact with the staff had been limited. He
spent most of his time becoming familiar with EOI’s information system, training
his staff, responding to unexpected problems, and working on various projects.
Hudson suffered from food allergies and refrained from informal staff lunches at
nearby restaurants. He stopped regularly attending the biweekly staff meetings in
order to devote more time to his work. He now only attended the meetings when
there was a specific agenda item regarding his operation. The IS staff at EOI
consisted of two full-time assistants, Tom Jackson and Grant Hill. They were
supported by five part-time student assistants from the computer science
department.

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Hudson devoted an entire weekend to restoring the system to operation. A

recurring headache was one of the servers, code-named “Poncho,” that would
occasionally shut down for no apparent reason. Instead of replacing it, he decided
to nurse Poncho along until it could be replaced. His work was frequently
interrupted by frantic calls from staff researchers who needed immediate help on
a variety of computer-related problems. He was shocked at how computer
illiterate some of the researchers were and how he had to guide them through
some of the basics of e-mail management and database configuration. He did find
time to help Assistant Professor Amanda Johnson on a project. Johnson was the
only researcher to respond to Hudson’s e-mail announcing that the IS staff was
available to help on projects. Hudson created a virtual project office on the
Internet so that Johnson could collaborate with colleagues from institutes in Italy
and Thailand on a UN research grant. He looked forward to the day when he
could spend more time on fun projects like that.
THE BLUE SKY CONVERSION PROJECT
The “Blue Sky” conversion project began in earnest four months ago. Ahmet Green
returned from Washington, D.C., with grim news. The economic downturn was going
to lead to a dramatic reduction in funding. He anticipated as much as a 25 percent
reduction in annual budget over the next three to five years. This would lead to staff
reductions and cutting operating costs. One cost-cutting measure was moving IT
operations to the “cloud.” Green had first proposed the idea to Hudson after attending
a meeting with several directors of other institutes who faced similar financial
challenges. The basic strategy was to move all of the Institute’s databases, software,
and even hardware to a “private cloud.” Staff would use their current PCs to simply
access more powerful machines over the Internet. These powerful machines could be
partitioned and configured differently as per the needs of research staff, giving each
staff their own virtual machine (VM). Staff could also access, use, and share virtual
servers over the Internet as needed. Hudson worked with the Institute’s accountant on
a cost/benefit analysis. From their standpoint it made perfect sense. First, the Institute
would not have to replace or upgrade aging computers and servers. Second, the
Institute would enjoy significant IT savings since they would pay for only IT resources
actually used. setting up or accessing their g-mail account. The conversion project
would be completed in stages. The first stage was selecting a provider. The next stage
was migrating non–mission critical information to the cloud. The next stages would
entail migrating each of the six big grant projects in waves to the cloud. Hudson more
than once what the department would look like after the conversion. Hudson replied
vaguely that they would figure it out once the system was up and running. Resistance
was pretty high at first. Jackson used his personal contacts within the Institute to rally
support for the change. He persuaded Hudson to change the conversion

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in doubt, leave it out. The actual migration only took a couple of days. Training
proved to be more problematic. The staff sent by OpenRange appeared to be
straight out of college. While enthusiastic, they were inexperienced in the art of
getting older staff to accept and use new technology. Many trainers had the habit
of simply doing things for the staff instead of showing them how to do it
themselves. It all came to a head when a power outage at the OpenRange
storage system shut down and disrupted operations at the Institute for 36 hours.
Ahmet held an emergency meeting. Hudson reported that the power outage
occurred in North East India and that OpenRange was expanding their back-up
systems. Several members argued that the Institute should switch to one of the
bigger providers. When this came up Hudson looked at Jackson and was relieved
when he remained silent. In the end, Ahmet announced that it would be too costly
to switch providers and Hudson and his staff would have to make the conversion
work. Jackson stepped forward and volunteered to manage the training. Everyone
agreed that the Institute should hire 3 more part-time assistants to help the staff
with the transition. Hudson worked behind the scenes, coordinating with his
counterparts at OpenRange and planning the conversion of the next segment of
the project. Jackson worked closely with the OpenRange trainers and refocused
their attention on teaching. Resistance was pretty high at first. Jackson used his
personal contacts within the Institute to rally support for the change. He
persuaded Hudson to change the conversion schedule to begin with those
projects in which the leads were most supportive of the change. Training
improved and Jackson created some useful training materials, including short
videos on how to access the virtual machines. One problem that occurred early in
the process involved a graduate research assistant who mistakenly hit the wrong
commands and terminated her virtual machine instead of logging off. This resulted
in complete loss of that machine’s data in the cloud. Fortunately, the Institute still
had back-up and Jackson was able recover the work. Collaborating with some
programmers at OpenRange, Jackson wrote a program that triggered a pop-up
message on the screen warning users not to terminate their virtual machine when
logging off. Assistants were always on call to address any problem or question.
Hudson spent most of his time interacting with the OpenRange counterparts and
rarely ventured out of his office

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assistants were always on call to address any problem or question. Hudson spent
most of his time interacting with the OpenRange counterparts and rarely ventured
out of his office. He had his student assistants collect information from staff so he
could configure the new virtual machines to exactly match staff needs. He put in
long hours so that customized databases would work in the new environment.
This proved to be a very difficult task and he was quite pleased with his work.
Twice OpenRange experienced momentary power shortages at their server
facility which disrupted work at the Institute. Hudson was happy to report that
OpenRange was breaking ground on an alternative server system in Ukraine.
When the Institute conducted a retrospective (project review) on the Blue Sky
project, some still questioned the choice of OpenRange as a cloud service
provider, but praised Jackson’s work on helping the staff make the transition.
Despite the criticism over the choice of OpenRange, Hudson felt good about the
project. The system was up and running and the staff was beginning to enjoy the
flexibility it provided. Besides, the Institute would achieve real savings from the
new system. Soon after the retrospective, Hudson was surprised when Ahmet
walked into his office and closed the door. Ahmet began by thanking Hudson for
his work on the project. He then cleared his throat and said, “You know, Garth,
one of the consequences of Blue Sky is reducing our IT staff. Grant Hill is needed
for the data library project. So it comes down to you or Jackson. Frankly there is
general agreement among the Associate Directors that Jackson is essential to the
Institute. I know this might come as a surprise to you, and before I make a
decision I want to give you a chance to change my mind.”
1. If you were Hudson, how would you respond to the director?
Remind Ahmet of the initial reason why he offered Hudson the position of manager
(skills, experience). Point out important tasks which Hudson has done before as well
as during Blue Sky project. Accept critism to realize how to eliminate disadvantages
of Hudson’s management approaches
2. What mistakes did Hudson make?
Hudson hasn’t fulfilled his role as a manager: not tackle his conflicts with Jackson,
not determine goals clearly and not listen to his team members’ contribution ideas
when making decisions.
3. What are the lessons to be learned from this case?
Management by Wandering Around (MBWA), Managing Upward Relation, Leading
by Example, Influence as Exchange, Building Trust: the key to enhance influence,
buid characteristics of an effective manager, build relationships before you need
them, Trust is sustained throught frequent face-to-face contact.

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