1) As a consultant monitoring this problem, what solutions will you propose? To what degree has Dan's management style contributed to the problems?
2) What are some of the types of project status information you could suggest the project team leaders begin to collect in order to assess the status of their projects?
3) How would you blend "hard data" and "managerial or behavioral" information to create a comprehensive view of the status of ongoing projects in the IT department at Kimble College?
This case identifies some of the serious problems and challenges involved in accurately tracking and determining the status of ongoing projects. In this case, there is no clear method for tracking and identifying project performance midstream. Either it succeeds, or (more often) it comes in very late and over budget. Dan Gray, the new head of the IT department, is not helping the process because he himself has a tendency to paint a rosy picture of his projects.