MGT 323 SEU Project Management Achieving Competitive Advantage Discussion * need 5 references * your words no copy and follow all step in the word attach C

MGT 323 SEU Project Management Achieving Competitive Advantage Discussion * need 5 references * your words no copy and follow all step in the word attach College of Administrative and Financial Sciences
Assignment 3
Deadline: 11/April/2020 @ 23:59
Course Name: Project Management
Student’s Name:
Course Code: MGT323
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be
reduced for poor presentation. This includes filling your information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted.
ASSIGNMENT-3
Project Management (MGT323)
Second Semester (2019-2020)
Assignment Workload:
• This Assignment consists of Case Study.
• Assignment is to be submit by each student individually.
Assignment Purposes/Learning Outcomes:
After completion of Assignment-3 students will able to understand the
Ability to explain project execution. (LO. 4.4)
Demonstrate ability to work with others effectively as a team member in project
management, related to case studies or new themes. (LO. 3.2 and 3.5)
The ability to write a coherent report on project management case studies. (LO. 4.5)
Assignment Regulation:
• All students are encouraged to use their own words.
• Student must apply “Times New Roman Font” with double space within their
reports.
• The attached cover-page has to be used, duly filled. Submissions without the
cover page will NOT be accepted
• A mark of zero will be given for any submission that includes copying from other
resource without referencing it.
• Assignment -3 should be submitted on or before the end of Week-12.
• If the assignment shows more than 25% plagiarism, the students would be graded
zero.
Assignment Structure:
A.No
Assignment-1
Assignment-2
Assignment-3
Total
Type
Essay
Critical Thinking
Case study
Marks
5
10
10
25
Assignment-3
Case Study:
• Please read the case “The Reluctant Workers.” from Chapter 6 “Management
of your time and stress” given in your textbook – Project Management: A
Systems Approach to Planning, Scheduling and Controlling 10 th edition by
Harold Kerzner and Answer the following Questions:
1. “Employees are not showing interest in meetings and discussion”.
Why do you think such culture exists in the company? Share your
views. (2.5 Marks)
2. What are the challenges Tim is facing to execute his project.
Explain. (2.5 Marks)
3. “Motivation is a key to change”- what according to you should be
Tim’s approach towards employees. (2.5 Marks)
4. What is Work, Life balance? What role does it play in day-to-day
life of an employee? (2.5 Marks)
• Due date for the submission of Assignment-3:
• Assignment-3 should posted in the Black Board by end of Week-10.
• The due date for the submission of Assignment-3 is end of Week-12.
Answer:
1.
2.
3.
.
.
CASE STUDY
THE RELUCTANT WORKERS
Tim Aston had changed employers three months ago. His new position was project manager.
At first he had stars in his eyes about becoming the best project manager that his company
had ever seen. Now, he wasn’t sure if project management was worth the effort. He made
an appointment to see Phil Davies, director of project management.
Tim Aston: “Phil, I’m a little unhappy about the way things are going. I just can’t seem to
motivate my people. Every day, at 4:30 P.M., all of my people clean off their desks and go
home. I’ve had people walk out of late afternoon team meetings because they were afraid
that they’d miss their car pool. I have to schedule morning team meetings.”
Phil Davies: “Look, Tim. You’re going to have to realize that in a project environment, people
think that they come first and that the project is second. This is a way of life in our
organizational form.”
Tim Aston: “I’ve continually asked my people to come to me if they have problems. I find
that the people do not think that they need help and, therefore, do not want it. I just can’t
get my people to communicate more.”
Phil Davies: “The average age of our employees is about forty-six. Most of our people have
been here for twenty years. They’re set in their ways. You’re the first person that we’ve
hired in the past three years. Some of our people may just resent seeing a thirty-year-old
project manager.”
Tim Aston: “I found one guy in the accounting department who has an excellent head on his
shoulders. He’s very interested in project management. I asked his boss if he’d release him
for a position in project management, and his boss just laughed at me, saying something to
the effect that as long as that guy is doing a good job for him, he’ll never be released for an
assignment elsewhere in the company. His boss seems more worried about his personal
empire than he does in what’s best for the company. “We had a test scheduled for last
week. The customer’s top management was planning on flying in for firsthand observations.
Two of my people said that they had programmed vacation days coming, and that they
would not change, under any conditions. One guy was going fishing and the other guy was
planning to spend a few days working with fatherless children in our community. Surely,
these guys could change their plans for the test.”
Phil Davies: “Many of our people have social responsibilities and outside interests. We
encourage social responsibilities and only hope that the outside interests do not interfere
with their jobs. “There’s one thing you should understand about our people. With an
average age of fortysix, many of our people are at the top of their pay grades and have no
place to go. They must look elsewhere for interests. These are the people you have to work
with and motivate. Perhaps you should do some reading on human behavior.”

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