I need an explanation for this Management question to help me study.
At the end of each unit, DB participation is assessed based on level of engagement and the quality of the contribution to the discussion. DBs allow learners to learn through sharing ideas and experiences as they relate to course content. Because it is not possible to engage in two-way dialogue after a conversation has ended, no posts to the DB are accepted after the end of the unit. Learners must demonstrate an appropriate depth of understanding of course content to receive credit for having submitted substantive posts. Typically, this is achieved with 4 strong paragraphs for Main Posts and 2 strong paragraphs for Response Posts.
In organizations, members of a project team often report to managers in different business units. This often creates problems in some projects.
- If a project team member that reports to a manager in a department that is different from yours has a schedule conflict that will impact the project that you are managing adversely, and the team member’s manager has informed you that this team member will not be available to work on your project for three months, if you do not control any budget that will allow you to hire a replacement, what would you do to resolve this situation?
- If you are unable to add a new team member (replacement) what other options do you have?
- What are some of the difficulties that are associated with managing team’s members that do not report directly to a project manager?
Part 2: Respond to the post below with two paragraphs for each question or post:
As 5 steps to manage risk illustrated on this week’s Discussion board, assessing and mitigating risk is an essential part of project management. In the case of a team member who reports to another manager and will be unavailable for three months, there are several factors at play. Given that replacing the team member is out of the question, the options for dealing with this situation become more limited. I will argue for three different approaches to resolving this problem.
The first solution is contingent on the project length and schedule. If it is possible, the schedule of the project might be adjusted in order to delay the absent team member’s portion of the project for the three month period. Of course, three months is a considerable amount of time and many projects may not be able to delay even a portion of the project for that amount of time.
The next option would be to seek arbitration from a common manager of both yourself and the other manager who has taken away the team member. Asking a shared leader to decide on how to resolve the scarcity of this team member’s labor shows respect to the other manager and leaves the decision to those with the widest view of the situation.
In the event that that is not possible, the final solution would be to divide the team member’s labor amongst the remaining team members and adjust the project schedule accordingly. This, too, is not always possible as certain technical skills may not be shared by all members of a team.
These three solutions are not an exhaustive list, but each offers a chance for minimizing the damage done by the loss of skilled labor.
RE: UNIT 5 – DISCUSSION BOARD
Sun 5/31/2020 8:23 PM
What are the difficulties that may be associated with managing team members that may not report directly to the manager? The reason I ask this is because I feel like you really didn’t answer the question at all. I feel that scheduling would be one of the difficulties. What do you think, how would you handle scheduling?
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