PJMT$1105-$ Consultancy Practices in Project Management

Case Study # $2$a

Forward:

In this, our second case study, we are still with Business Insight as the

consulting organization tries to deal with some client's issues.

BUSINESS

INSIGHT

The events within the case study took place amongst the full$-$time resources of the consulting firm. Here,

this example is used as the breakthrough event that exposes the continuing problem of stakeholder

engagement and work prioritization, specifically through the Monitoring & Control Process Group.

Project Management usually focuses on cost$,$ scope, and schedule; however, the Project Management

Body of Knowledge $($PMBOK$$ Guide$)$ consists of many other aspects, or knowledge areas, such as the

management of Procurements, Risks, Stakeholders, and Requirements. Stakeholder Management is not

an area to be treated lightly nor should it be neglected. The intersectionality of skills and personalities of

the people working on your project can create issues that a project manager may ignore, to the detriment

of the project.

The Case Study $($part $2)$:

The VP of Operations and CEO of Business Insight have called you into the office boardroom for a closed$-$

door meeting. You have been feeling stressed lately juggling stakeholders across $5$ different projects.

Resourcing has been a challenge in your small firm, and you feel as though there are "too many cooks in

the kitchen." Deliverables have been missed on multiple projects and the key stakeholders are beginning

to show signs of resistance to the project objectives. The CEO closes the door behind you as you walk in$.$

"Good morning, Rebecca, I received a note from our Executive Sponsor at XYZ Corp. They are disappointed

with project delivery and want an Earned Value analysis on the project work completed to date."

You take a sip of your coffee as you reflect on this specific project and client. When you first began

managing this project for this client $18$ months ago, your stakeholder analysis showed that all

stakeholders were actively engaged, and senior leaders supported the strategic initiative. As work began

on the project deliverables, you noticed that the key Subject Matter Expert $($SME$)$ on the project, David

Black, was spending more time than necessary with the client, and refused to report in on the "work

accomplished" during that time. There is currently six months remaining in the project.

"Well Tom, firstly I would like to thank you for bringing this to my attention. Secondly, I would like to be

briefed on the escalation and the specific request for Earned Value analysis."

Your brain starts spinning as Tom describes the nature of the escalation. "Our executive sponsor at XYZ

Corp. has received complaints from managers within their company. The managers feel that their time is

being wasted in meetings with David, and that specific tasks agreed to during these meetings never get

implemented $-$ what have you seen?"

You falter in your initial response because David is not only a SME on this project, but a VP in your firm

as well. It is not your responsibility to tell David how to do his job, but rather monitor his work according

to the agreed upon plan. Immediately you realize that you have not appropriately managed the work on