Would you please comment on this discussion and your thoughts in 3 to 4 sentences?

a. What do you think the real problem was in this case?

Nick ignored the key stakeholders of the project: top management. One of the most important duties of a project manager is communication and relationships. We could peel away and point the finger at many contributing factors to the disappointment of Top management. However,in my opinion, top management is responsible for selecting a PM who has exhibited certain competencies when it comes to managing a project. In addition, there is a level of accountability that needs to occur over the duration of the project. Top management was looking for fast results. There was no true indication based on the details in the case study that Nick possessed the characteristics of a PM or leader to execute on this project successfully in a short time frame. In addition, I think that Nick did not know what he didn't know when it comes to project management. The expectations, roles, responsibilities were not identified, which is pre-initiation/initiation phase. Nick understood the desired outcome; however, he failed to truly understand the needs of his key stakeholder, top management.

b. Does the case present a realistic scenario? Why or why not?

Yes. We have learned that many business ventures/projects are unsuccessful, and we have learned that successful projects require key elements to ensure success. If these key elements are not in play, the success of a project is threatened. In my experience, I've witnessed successes and failures. I, however, focus on system issues rather than blame on one person or group. We have good people working in bad systems. I tend to peel back the layers to see what we can do differently and learn to improve.

c. Was Nick Carson a good project manager? Why or why not?

Nick was laser-focused on applying his expertise in software to solve a problem. He solved it; however, merely solving a problem and producing the desired outcome does not equate to effective project management. It doesn't appear he had the qualities and a deep understanding of key knowledge areas required of a PM. Because of this, he was not an effective project manager. Again, at the top of my mind, is the question of the role top management played in selecting the project manager.

d. What could Nick have done to be a better project manager?

One thing he could have done is remain in inquiry mode during the initiation phase. Although this project appeared to span a few years, it's important for Nick to take the time to understand the needs of top management, and all team players involved in the project. He also would have benefited from understanding his strengths and opportunities. Inquiry mode means asking questions: what, how, why, when where and repeating this inquiry at every step. For example, he could have asked questions in regards to clear expectations from top management.

e. What should top management have done to help Nick?

Top management could have assigned a mentor with experience in PM to guide Nick. They could have given him the tools he needed to be an effective project manager. They could also examine their PM selection criteria. Had they done this, they may have identified early on how effective or ineffective he would be as a project manager. They could have capitalized on his strengths and provide support and guidance with the areas of opportunity.

Reference

Schwalbe, K., Information Technology Project Management. 8th ed (2017). Cengage Learning, Boston, MA.