ears, ater- ned the the ves om ay. The al to T Waith Manufacturing Company's data-processing...

 

Transcribed Image Text:

ears, ater- ned the the ves om ay. The al to T Waith Manufacturing Company's data-processing department was preparing to implement a new computerized production information system at its new Madison plant. The project was divided into two parts. One consisted of the installation of a new computer network at the plant and the devel- opment of new database programs. The second involved hooking the plant's network into the com- pany intranet so that all departments had access to the production reports. Alonzo Mendoza was the systems analyst responsible for the development and implemen- tation of the project. Janet DeLaura was a lead programmer under Mendoza working on the plant side of the project. Bill Synge was the other lead programmer responsible for the intranet. Mendoza scheduled a series of weekly status meetings with DeLaura and Synge to ensure that the project was moving along as scheduled and to allow for discussion of critical problems. One month before the scheduled implementation of the project, Mendoza called a special meeting to develop the actual series of tasks needed for the final system conversion. During this meeting. Mendoza outlined the major tasks concerning the whole project that had to bed Chapter 4 Managing Meetings and Teams 109 He then solicited input from DeLaura and Synge. DeLaura spoke up immediately and began talking about several new problems that had sur- faced on her side of the project. Mendoza inter- rupted her, saying those problems would be discussed at the regular status meeting, because this meeting had been called to develop final conversion tasks only. DeLaura became irritated and was silent for a few minutes. Synge said he had a few items to add to the conversion list and covered the first two tasks. Then he said the last task covered reminded him of a current problem he had in the interface program. Mendoza replied brusquely that only conversion tasks would be discussed at this meeting. Neither DeLaura nor Synge had much to say during the rest of the meeting. Questions 1. What would you have done to keep the meeting on the right topic? 2. What technique might Mendoza have used to avoid interfering with the flow of ideas? 3. What might DeLaura and Synge have done to improve communication? adity ears, ater- ned the the ves om ay. The al to T Waith Manufacturing Company's data-processing department was preparing to implement a new computerized production information system at its new Madison plant. The project was divided into two parts. One consisted of the installation of a new computer network at the plant and the devel- opment of new database programs. The second involved hooking the plant's network into the com- pany intranet so that all departments had access to the production reports. Alonzo Mendoza was the systems analyst responsible for the development and implemen- tation of the project. Janet DeLaura was a lead programmer under Mendoza working on the plant side of the project. Bill Synge was the other lead programmer responsible for the intranet. Mendoza scheduled a series of weekly status meetings with DeLaura and Synge to ensure that the project was moving along as scheduled and to allow for discussion of critical problems. One month before the scheduled implementation of the project, Mendoza called a special meeting to develop the actual series of tasks needed for the final system conversion. During this meeting. Mendoza outlined the major tasks concerning the whole project that had to bed Chapter 4 Managing Meetings and Teams 109 He then solicited input from DeLaura and Synge. DeLaura spoke up immediately and began talking about several new problems that had sur- faced on her side of the project. Mendoza inter- rupted her, saying those problems would be discussed at the regular status meeting, because this meeting had been called to develop final conversion tasks only. DeLaura became irritated and was silent for a few minutes. Synge said he had a few items to add to the conversion list and covered the first two tasks. Then he said the last task covered reminded him of a current problem he had in the interface program. Mendoza replied brusquely that only conversion tasks would be discussed at this meeting. Neither DeLaura nor Synge had much to say during the rest of the meeting. Questions 1. What would you have done to keep the meeting on the right topic? 2. What technique might Mendoza have used to avoid interfering with the flow of ideas? 3. What might DeLaura and Synge have done to improve communication? adity

Answer rating: 100% (QA)

To keep the meeting on the right topic Mendoza could have set clear objectives and an agenda for the ... View the full answer