XYZ Systems (also called XYZ), a software engineering and systems development consulting firm, sells a wide assortment of Internet and computer-based solutions for resource planning, administrative, and accounting networks to organizations in health care delivery, financial services, and hotel management. Ross Hightower (who joined XYZ for 6 years ago after graduating with a bachelors degree in business) is the Assistant Manager for customer service at the company and Jill Wu is his supervisor. Two years ago, Ross was promoted to the position for his excellent contributions to the department. The following is a description of what happened this past week. Ross Hightower walked into Jill Wus office on Tuesday morning in a foul mood. Without wasting any time on pleasantries, he confronted Jill. How on earth did I get roped into working on the Nirvana Project? he asked, holding the memo that announced his immediate transfer. Jill had been expecting such a reaction and sat back a moment to collect her thoughts on how to proceed. The Nirvana Project was a minor legend around the office. Begun as an internal audit of business practices 20 months ago, the project never seemed to get anything accomplished, was not taken seriously within the company, and had yet to make one concrete proposal for improving working practices. In fact, as far as Ross Hightower and many of his colleagues at the company were concerned, it appeared to be a complete waste of time. And now here was Ros (a high performer), assigned to join the project! Ross continued, Jill, you know this assignment is misusing my abilities. Nothing has come from Nirvana; in fact, Id love to know how the members of the senior leadership team, who are usually so cost conscious, have allowed this project to continue. I mean, the thing just wont die! Jill laughed. Ross, the answer to your question can be easily found. Have you taken a look at any of the early work coming out of Nirvana during its first three months? When Ross shook his head, she continued, The early Statement of Work and other scope development was overseen by Ram Sethuraman. He was the original project manager for Nirvana. All of a sudden, light dawned on Ross. Ram Sethuraman? You mean Vice President Ram Sethuraman? Jill confirmed. Thats right. Ram was promoted to the VP job just over a year ago. Prior to that, he was responsible for Nirvana off the ground. Think about it --- do you really expect Ram to kill his brainchild? Useless or not, Nirvana will be around longer than any of us. Ross groaned, Great, so Im getting roped into serving on Rams pet project! What am I supposed to do? Jill Wu offered him a sympathetic look. Look, my best advice is to go into it with good intentions and try to do your best. Ive seen the budget for Nirvana, and the senior leadership team has been trimming its support for it. That senior leaders must be recognizing the project isnt going well. They just dont want to kill it outright. Remember, Jill, also Ross mentor, continued, the project may not die because Rams committed to it, but that also means it has high visibility for him. Do a good job and you may get noticed Then your next assignment is bound to take you places. Take on the role of Ross Hightower (who took a Project Management course as part of his bachelors degree curriculum) and answer the following questions in detail: a) What are the problems with motivation when project team members perceive that a project is earmarked for termination?

b) Why would you suspect Ram Sethuraman has a role in keeping the project alive?

c) In the last few months, a headhunter (an executive search firm), contacted Ross Hightower, on account of his excellent performance at XYZ, with an offer from a competing company. What would you (as Ross Hightower) do in the next six months and for the next three years?