To Be or Not to Be a Project Manager

Description

To Be or Not to Be a Project Manager: Abstract

This brief case is about an IT project – the upgrading of a vendor-supported application – with a first-time project manager struggling to lead the project. Shireen Wilson, the project manager, had been given this opportunity to see whether this was a career path she wanted to pursue. The case explains events during a four- to five-month period from the perspective of two people: the PM and her line manager, Michael Sedgeway. The upgrade was eventually done, but only after several problems and delays. At the end of the case, the PM concludes, “I need to improve my technical knowledge. I assumed that as long as I was good at organizing things, I could leave the technical stuff to the techies.”

Teaching objectives

The key objective is to deepen students’ understanding of project management and of what makes a good project manager, especially regarding technical expertise. The case is intended for introductory courses incorporating elements of project management. Students at the undergraduate level with some work experience will benefit most from this case study.

Main themes covered

• Communication skills
• Project management skills
• Triple constraints

Concepts and theories related to the case

• Communication skills
• Project management
• Triple constraint model
• Planning

Additional information

Teaching notes are available for teachers only. Contact HEC’s Case Centre for more information.