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MN601 Network Project Management

tag 3 Downloads 5 Pages / 1,156 Words tag 31-12-2020


Case description:

1. Assistant  Project  Manager  Jim  Rains  was  26  years  old,  when  he  newly  hired  at  a  large  commercial construction company, and assigned  to work on a $34 million dollar university  classroom  project  in  the  southeast  United  States.  Upon  arriving  on  the  job  site,  Jim  was  introduced to the head superintendent Bob Moore who had been with the firm for 25 years.  Bob  was  an  exceptionally  proficient  organizer  and  was  often  requested  by  clients  for  the  supervision  of  their  construction  projects.  As  the  project  began,  things  on  a  whole  went  smoothly. In fact, Jim was learning and taking on more project management responsibilities  every day.
2. The winter and  spring months brought many days of  rain. Often, Bob would have  to send  several carpenters home because there was nothing at the construction site for them to do  when it was raining. This did not sit well with the carpenters when they could only work 3  days per week (and were paid for 3 days work) because of rainouts. Other times, Bob would  not send the carpenters home, but would have them sweep up the floors that were already  under  roof. This activity would normally  take  2 hours with a crew of  4, but Bob would be  forced to pay them for a full 8?hour day. Some days Bob, being one to hate inefficiency (and  the potential loss of workers not returning to the site after being sent home), sent some of  the carpenters (who would normally be just standing around and sweeping on rainy days) to  his home to work. There the carpenters would work on interior framing, finish carpentry, and  hang  drywall  in  Bob's  new  addition.  Bob  figured  that  as  long  as  the  carpenters  were  just  hanging around the site with little to do, they might as well earn their pay.
3. The third time Bob sent carpenters to his house on a rainy day; Jim decided to talk with Bob  about the issue of billing the carpenter's hours to the job site construction cost. Bob was very  noncommittal about the whole issue leaving Jim with the dilemma of confronting one of the  company's best superintendents. After three more days of watching, several carpenters go to  Bob's  house  to  work,  Jim  could  no  longer  tolerate  the  practice  and  told  Bob  that  it  was  unethical to use company employees for personal work. Bob told Jim that if he did not send  the carpenters home on rainy days they would get paid for basically doing nothing. By sending  the  carpenters  to  his  house  to  use  their  skills,  he was  keeping  his workers motivated and  satisfied instead of laying them off or having them do small, time?filling jobs.
4. Getting nowhere with the superintendent, Jim had some major decisions to make. Should he  go to the project manager or someone in the home office? What would the company think  about some new employee questioning the practices of a long?term employee?
5. Because  Jim was new  to the organization, he decided to talk with Bob one more time and  asked that he discontinue billing employee hours to the construction project if they were in  fact working on Bob's own house. Bob again refrained from doing anything, only commenting  that the workers would soon be able to work a normal 5?day workweek because the rainy  season was about to end. Jim still could not let the issue go.


Write a report on the above case study that addresses the following issues; and carry out  research on project management practice and discuss the ethical implications in this case. We encourage you to use at  least 10 key peer reviewed sources for your analysis (a combination of journals, conference  papers, website or any other reliable source to support your analysis).
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