8-5 Should the evaluation form in Figure 8-4 be shown to the employees?
8-6 Does a functional employee have the right to challenge any items in the project manager's nonconfidential evaluation form?
8-7 Some people contend that functional employees should be able to evaluate the effectiveness of the project manager after project termination. Design an evaluation form for this purpose.
8-8 Some executives feel that evaluation forms should not include cooperation and attitude. The executives feel that a functional employee will always follow the instructions of the functional manager, and therefore attitude and cooperation are unnecessary topics. Does this kind of thinking also apply to the indirect evaluation forms that are filled out by the project managers?
8-9 Consider a situation in which the project manager (a generalist) is asked to provide an evaluation of a functional employee (a specialist). Can the project manager effectively evaluate the functional employee on technical performance? If not, then on what information can the project manager base his evaluation? Can a grade-7 generalist evaluate a grade-12 specialist?
8-10 Gary has been assigned as a part-time, assistant project manager. Gary's duties are split between assistant project management and being a functional employee. In addition, Gary reports both vertically to his functional manager and horizontally to a project manager. As part of his project responsibilities, Gary must integrate activities between his department and two other departments within his divison. His responsibilities also include writing a nonconfiden-tial performance evaluation for all functional employees from all three departments that are assigned to his project. Can Gary effectively and honestly evaluate functional employees in his own department—people with whom he will be working side by side when the project is over? Should the project manager come to his rescue? Suppose Gary is a part-time project manager instead of a part-time assistant project manager. Can anyone come to his rescue now?
8-11 The following question was asked of executives: How do you know when to cut off research? The answers given: That's a good question, a very good question, and some people don't know when to cut it off. You have to have a feel; in some cases it depends on how much resource you have and whether you have enough resources to take a chance on sustaining research that may appear to be heading for a dead end. You don't know sometimes whether you're heading down the wrong path or not; sometimes it's pretty obvious you ought to shift directions—you've gone about as far as you can or you've taken it far enough that you can demonstrate to your own satisfaction that you just can't get there from here, or it's going to be very costly. You may discover that there are more productive ways to get around the barrier; you're always looking for faster ways. And it depends entirely on how creative the person is, whether he has tunnel vision, a very narrow vision, or whether he is fairly flexible in his conceptual thinking so that he can conceive of better ways to solve the problem. Discuss the validity of these remarks.
8-12 In a small company, can a functional manager act as director of engineering and director of project management at the same time?
8-13 In 1982, an electrical equipment manufacturer decentralized the organization, allowing each division manager to set priorities for the work in his division. The division manager of the R&D division selected as his number one priority project the development of low-cost methods for manufacturing. This project required support from the manufacturing division. The division manager for manufacturing did not assign proper resources, claiming that the results of such a project would not be realized for at least five years, and that he (the manufacturing manager) was worried only about the immediate profits. Can this problem be resolved and divisional decentralization still be maintained?
8-14 The executives of a company that produces electro-optical equipment for military use found it necessary to implement project management using a matrix. The project managers reported to corporate sales, and the engineers with the most expertise were promoted to project engineering. After the first year of operation, it became obvious to the executives that the engineering functional managers were not committed to the projects. The executives then made a critical decision. The functional employees selected by the line managers to serve on projects would report as a solid line to the project engineer and dotted to the line manager. The project engineers, who were selected for their technical expertise, were allowed to give technical direction and monetary rewards to the employees. Can this situation work? What happens if an employee has a technical question? Can he go to his line manager? Should the employees return to their former line managers at project completion? What are the authority/responsibility problems with this structure? What are the long-term implications?
8-15 Consider the four items listed on page 123 that describe what happens when a matrix goes out of control. Which of these end up creating the greatest difficulty for the company? for the project managers? for the line managers? for executives?
8-16 As a functional employee, the project manager tells you, "Sign these prints or I'll fire you from this project." How should this situation be handled?
8-17 How efficient can project management be in a unionized, immobile manpower environment?
8-18 Corporate salary structures and limited annual raise allocations often prevent proper project management performance rewards. Explain how each of the following could serve as a motivational factor:
a. Job satisfaction b. Personal recognition c. Intellectual growth
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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.