Case : Olympics: Would You Want to Manage Projects for the City Hosting the Olympic Games?

1. Your project has a small management reserve built into the price. Your project sponsor, who happens to be part of the OCOG, wants to use the management reserve for adding in bells and whistles on another project where he is the sponsor. What should you do next, and whom can you go to for assistance?

2. Some of your team members appear to slow down their work on purpose in order to justify overtime. This will be costly if it is prolonged. What should you do next?

3. The OCOG slashes your budget and uses the money to put out fires on other projects that you are not managing. You realize that you cannot complete your efforts within the reduced budget. What should you do next? To whom should you talk?

4. The contractors you hired are demanding more money in order to finish their work. You do not believe that they need additional funding. What should you do next, and whom should you discuss this with?

5. You are a strong believer in the Project Management Code of Conduct established by PMI. One of the senior members of the OCOG is the owner of a company that has the responsibility for managing several of the projects. The budgets for these projects have increased beyond belief, and some of the people working on these projects have told you that the increases are because of embezzlement and kickbacks. What should you do next, given that these are not your projects?

6. The funding provided by the national and city governments for infrastructure projects was not sufficient for all of the work that needed to be done. You were told that government funding would cover all of the infrastructure costs. Since your projects directly interface with some of the infrastructure projects, you are fearful that part of your budget may be redistributed to these projects. What should you do next?