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What would you do differently to manage this project better thas Susan, applying the coecepts of stakeholder map and "influence carrencies"? (10 marks) Cerberus Corporation Cerberus is a successful producer of specialty chemienls. It operates nine large campus sites in the United States, with a number of different bosiness units on cach site. These business units operate independently, with direct reporting to corporate headquarters Site functions such as safety, environmental, and facilities management report to a hos organization-typically the business unit that is the largest user of their services. SUSAN STEELE Susan Steele has worked in the Facilities group at the Cerberus Richmond site for the last two years. The Facilities manager, Tom Stern, reports to the General Manager of the largest business unit on site, the highly profitable Adhesives and Sealants Division. Susin started with Cerberus when she graduated with her business degree from Awsum Eniversity. She was excited about her new assignment-leading a project for the first time. She remembercd Tom saying. "We've got office furniture dating back to the 80 s. There are those ugly green-top desks that look like they came from military surplus! I'm especially concerned about computer workstation ergonomics-it's a major issue that we absolutely must fix! I want you to lead a project to transition our office furniture to the new corporate standard." Susan assembled her project team: Jeff, the site safety/ergonomies engincer. Gretchen, the space planner, Cindy, the move coortinator, and Kari, the accounting liaison for Facilities. At thcir first meeting, everyone agreed that ergonomics was the most urgent concern. All five business units responded to a workstation survey that identified injury-causing ergonomics. The team was developing a plan to replace old desks with new, ergo-adjustable furniture by the end of the year. Susan asked Kati about the budget, and Kari responded, "Facilities should not pay for this. We want the individual business units to pay so that the costs will show where they are incurred." " Couneyy of dobn Sloun, Oregon sute Univenity. Grerchen spohe upe "You know, we've got lots of depariment moves going on ceetstantly. Everybody is albays joekeying got loes of depariment moves foins on coc-1 one agreed that would force changing some of the stuff that's just plain ugly." EverySusan presented thes a great idea. JON WOOD Jon Wood is a plannisg manager, with 22 yearm experieace at Cerberus. His business unit, Photographic Chemicals Division (PCD), is losing moncy. Digital photography is coatinuing to redace the size of the market, and PCD is having trouble matching the competition's reientiess price-cutting. Jon recently transferred to Richmond from corporate headquarters, where he ran the economic forecasting grodp. He is considered a new brooen, and he is delermined to sweep clean. One of Jon's early actiona was to negotiate with his general manager for a department move. Moacy wai tight, asd the site facilities fonction charged an arm and a leg for moves (covering all their fixed overhead, the operations people groused). However, Jon felt it was important to move from Buildiag 4 . where they were next to Prodaction, to Beilding 6 , where thoy could be close to Marketlng, Forecasting, and Accounting- His Genecal Marnager agereed, and there was lots of exeitement in his team about their uptoming move. Jon assigned ooe of his planners, Riebard, to work. with the Pacilities team an the layout and move plan for the group. Things seemed to be zoing fine-Jon saw Richard sitting down will the move coordinator, and they scemed to be on track. The day before the move, Jon haag ep the phone from a particularly tease teleconference with a Canadian subcantractor. Production was not going well, and product avaliability would be tight for the rest of the quarter. Clustered around his desk were Richard, Cindy, and a person he hadn't mel yet, Susan. After hurried introductions, Susan told Jon that his filing cabinets could not be moved. The cabinets are large lateral files, five feet wide and two feet deep, a conbination of both filing cabinets and bookshelves. Jon brought them with him from Corporate because he thought they looked nice with their dark grey steel sides and wood veneer tops. Susan told him that he would have to replace them with new corporate standtird cabinets, virtually the same size. Jon said, "You mean you want me to throw awny perfectly good filing cabinets and spend another $2,000 on new ones, just so they match? I won't do it! Susan replied, "Then I won't authorize the movement of the old cabinets." Jon said, "You're joking-these cabincts are grey, the new ones are grey-the only difference is the wood top! You'd throw away $2,000 for nothing?" Susan replied stiffly, "I'm sorty, that's the policy." Jon said, "I don"t care what the policy is. If I have to nove them myseif, those cabinets are not going to the dump. My division is losing money and I'm not going to throw money away. If you don't like it, you're going to have to get your general manager to convince my general manager to mate me do it. Now would you please lesve so 1 can get some work done