2. If you were in charge, what would you do?

Miles Wilder, project manager for the Cybersonic project, considers himself a “project manager’s project manager.” He claims to use the principles of good project management, starting with having a plan and using it to carefully track the project. He announces to his team leaders that status meetings will be held on alternate Mondays throughout the expected year-long project.
All 18 project team leaders must attend and give rundowns of the tasks they are currently working on.
All the team leaders show up for the first status meeting. Seven are currently managing work for the project and are scheduled to give reports; the other 11 are not yet working on the project (as specified by the project schedule) but attend because Miles wants them to stay informed about project progress. The meeting is scheduled for 3 hours; the team leaders are to report on whatever they think important. After 4 hours of reports by five of the leaders, Miles ends the meeting. Several major problems are reported that he tries to resolve at the meeting. Specific actions to resolve some of them are decided, and Miles schedules another meeting for 2 days later to address the other problems and hear the remaining two reports. Some of the team leaders are miffed because they’ll have to change their schedules to attend the meeting.
Miles arrives an hour late at the next meeting, which, after 3 hours, allows enough time to resolve all the problems but not enough for the two leaders to give reports. Miles asks them if they are facing any major issues or problems. When they respond “no,” he lets them skip the reports but promises to start with them at the next meeting 2 weeks later. A few of the team leaders are assigned actions to address current problems. Some of the attendees feel the meeting was a waste of time.