Global Green Books Publishing is producing customized eBooks for a local college. It has just received a large order for a new eBook on Strategic Human Resource Management in a Global Context from a senior professor in the business school. This distinguished faculty member is dissatisfied with the current textbooks, and wants a customized eBook for use with her on-campus courses, graduate seminars, and her executive education courses. This is the most complex eBook that Global Green Books has undertaken. Because this project is so important to the professor, and will be used in so many different settings with different schedules, the professor made sure that Megan who is in charge of book production had her complete eBook request in early to allow sufficient time.

Megan took a lot of time in choosing the best paper available, trying to get the best ink, reviewing all the frames and designs for the books, and also how to make the book not only look good or have great content but also make the paper scented So, she holds a first face to face Kick-off meeting with her two-person team members, where the team reviews goals, plans the project, and develops and agrees to a project team charter. before starting the implementation process. Then she quickly had a second face to face Kick-off meeting within three days of the first Kick-off meeting to discuss things again to make sure everything was fine.

Two weeks later, the doctor asked how the book was going, Megan had made no progress, just working on the plan. Megan's manager, who is the director of the company, criticized Megan's level of progress, as she had not delivered the first copy yet, and had used many tools of planning tools, which annoyed the manager a lot, and considered this a waste of money. So, she panicked and worked on adding another staff so they could finish producing the books on time, which only had five days left! the new staff could catch up really with the original team because they don't understand all the processes and instructions the original team already knew..

Mohamed was one of the old hires who showed great ability to work as he worked more than 12 hours a day which made the whole team totally dependent on Mohamed. Indeed, they were able to finish the initial version of the book within only two days, and the copy was sent for review, but it received a lot of criticism and comments, which angered Megan so much and I got all the anger on Muhammad despite his good performance at work, but she did not realize that the lack of time was the reason In criticism and comments.

Megan emailed the doctor the bad news about the poor performance and she asked him in the email to extend the schedule for another month so that the staff could reach the required quality level. she has not received a response yet from the Professor

Question 1:

Megan had a team process pitfall at the beginning of the book production project, what is the pitfall and how can it be described?

a.Analysis paralysis, occurs when the team is afraid of failure to implement, so the team resort to redevelopment and making plans more than once

b.Rush to execution, Occurs when the team takes a significant amount of time in the planning process and Kick-off meetings

c.Rush to execution, Occurs when the team is in a state of rapid execution before planning

d.Analysis paralysis, happens when the team is making each effort to keep tension and permanent instability so that errors are not observed

Question 2:

Megan had a team process pitfall at the beginning of the book production project, what is the pitfall and how can it be described?

a.Fire drill, Occurs when the leader adds people to the team without consulting the rest of the team and the team agrees to maintain the instability that some non-hardworking employees prefer

b.Ineffectively adding resources to the team, Occurs when the leader decides to add resources to the team in an unplanned way, at the wrong time, and disproportionate to the nature of the work/team

c.Silver Bullet, Occurs when a leader decides to add people to the team late at work

d.Wishful thinking, Happens when the leader sees that adding new people to the team will save the team

Question 3:

The team faced a serious personal pitfall, what is the pitfall and how can it be described?

a.Groupthink, Occurs when everyone on the team agrees with the leader's opinion

b.Intellectual Violence, Occurs when anger and violence are used to improve team performance

c.Loose cannon, Occurs when a team struggles to implement a project on a very tight schedule

d.Heroics, Occurs when a particular person on the team is special and tasked with more than usual and yet does not find enough appreciation for the effort

Question 4:

Meghan made a mistake about the Kick-off meeting and also did a good thing about the kick-off meeting, what is the wrong thing she did and the right thing she did?

a.The good thing is that she did more than one Kick-off meeting and the bad thing is that she did not participate in the professor at this meeting

b.The good thing is that she sent an email to the professor, and the bad thing is that she didn't get any response from him

c.The good thing is that she did a face-to-face Kick-off meeting and the bad thing is that she did more than one kick-off meeting

d.The good thing is that she held two Kick-off meetings, and the bad thing is that she did not include the company director in this meeting

Question 5: Fill in the stakeholder Register template Stakeholder Role Power Influence Support Stakeholder 1 Stakeholder 2 Stakeholder 3 Select the support targeted of the professor Choose.. Select the influence of the manager of the company Choose... Select the power of the Manager of the company Choose.. Select the Support Megan would be afraid to have from the manager of the company Choose..Select the support targeted of the professor Choose... Choose... Select the influence of the manager of the company Sideward LOW Unaware Select the power of the Manager of the company Outward High Supportive Select the Support Megan would be afraid to have from the manager of the company Downward Upward Resistant