The effectiveness of Rachel Spent her day
As an overview, the case study is about one of the project Managers, Rachel, in a large information systems project. The case study is mainly highlighted how the project manager allocates her time to spend a day in her life. 1. The effectiveness of Rachel Spent her day
Project is a complex, non-routine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs. Considering the case study, Rachel allocates her time significantly on activities not done repetitively before that in my point of view can be applied as project activities. Activities such as going over project reports and preparing for the weekly status meeting, going over a problem with her boss, participating in a conference call and responding to the issues arise in the project could be determined as project activities.
In contrast, the characteristic of non project tasks are regular daily works which required repetitive and routine activities. It is seen that often limited time she spend her day on these types of activities. Those can be illustrated in gossiping about internal politics with Eddie, a worker in finance office.
Technically evaluating, by dividing her done tasks into project, routine and non-project activities and calculating the spent time based on these categories, it can be perceived that Rachel is an efficient project manager to some extent: * Time spent on project activities is approximately 370 minutes including going over project reports and preparing for weekly status meeting (25m), Progress review meeting (45m), Reviewing project assignment with Victoria (30m), listening to teammates (20m), Discussing problem with John (30m), negotiating with purchasing agent (30m), Conference call (60m), negotiating with Mary (40m), reviewing the impact the client’s requests (30m), Reviewing e-mails and project documents (30m), and Working with “what-if” scenarios (30m). * Time spent on routine activities is approximately 70
Project is a complex, non-routine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs. Considering the case study, Rachel allocates her time significantly on activities not done repetitively before that in my point of view can be applied as project activities. Activities such as going over project reports and preparing for the weekly status meeting, going over a problem with her boss, participating in a conference call and responding to the issues arise in the project could be determined as project activities.
In contrast, the characteristic of non project tasks are regular daily works which required repetitive and routine activities. It is seen that often limited time she spend her day on these types of activities. Those can be illustrated in gossiping about internal politics with Eddie, a worker in finance office.
Technically evaluating, by dividing her done tasks into project, routine and non-project activities and calculating the spent time based on these categories, it can be perceived that Rachel is an efficient project manager to some extent: * Time spent on project activities is approximately 370 minutes including going over project reports and preparing for weekly status meeting (25m), Progress review meeting (45m), Reviewing project assignment with Victoria (30m), listening to teammates (20m), Discussing problem with John (30m), negotiating with purchasing agent (30m), Conference call (60m), negotiating with Mary (40m), reviewing the impact the client’s requests (30m), Reviewing e-mails and project documents (30m), and Working with “what-if” scenarios (30m). * Time spent on routine activities is approximately 70