The program manager seems friendly but does not seem to be leading the team. She holds weekly status meetings with the client but doesn't say anything during those meetings. She responds only by e-mail to client communications and calls only to confirm meetings. The client is not impressed with the program manager's performance and notices that the lead instructional designer is actually filling both the program manager and instructional designer roles. One month into the project, the client mentions the program manager's performance to the vice president of the division. The vice president promises to talk to the program manager and help her improve her performance. By the end of the second month, the analysis for the second course has started. The first course is ready for review and rehearsal, which means all materials have been developed and are ready for instructor review. The preliminary branding campaign was completed, marketing materials are ready for approval, and the first version of the web site has launched. The vice president of the division phones the client and asks for feedback on the project accomplishments to date and the program manager s performance. The client praises the progress made in such a short time but thinks it has happened in spite of the program manager. The client informs the vice president that the program manager missed the deadline for delivery of the Task Management Educational Plan. When it was finally delivered, the client sent it back as unsatisfactory. Also, the client feels that the program manager has been uncommunicative; she has not said a dozen words in the past eight weekly progress meetings. The client is not pleased with the program manager's performance. At the end of the third month, DRA PS decides to replace the program manager. In spite of this, team leaders have made sure that the first course is ready, the web site is launched, and the marketing plan is developed and implemented on schedule. A new program manager is needed right away. Answer the following:
1. How would you have handled the program manager's performance issues? Was the right decision made to replace her? Why or why not?
 What options exist to find a new program manager?
 Discuss the benefits and risks of hiring the lead instructional designer for this role.
Discuss the recruitment and retention challenges you face in filling the position + quickly.

Answer rating: 100% (QA)

1 Handling the program managers performance issues would involve several steps a Communication and feedback The first step would be to have a candid conversation with the program manager addressing th... View the full answer