Moss and Mcadams
Moss and McAdams Accounting Firm
In the Moss and McAdams Accounting Firm also know as M and M, Bruce Palmer has just been promoted to account manager. He has been assigned to lead and manage the Jacksonville Audit. Zeke Olds has been assigned as one of the five accountants on the Jacksonville Audit and is known as an innovator in regards to problem solving. The firm operates under a matrix organizational structure which requires Palmer to share his valuable resource, Zeke Olds, with a team that is being managed by Ken Crosby. Crosby is responsible for managing special consulting projects and has requested that Olds also be assigned to his Springfield project. Over the course of about two months, there were several issues between Palmer’s and Crosby’s teams with having to share Olds. Ultimately, it resulted in Olds being reassigned to work on the Springfield project full time instead of be shared between the two teams.
This paper will examine what response a project manager should provide if faced with the same issues Palmer faced within the case. Secondly, this paper will examine what Palmer could have done to avoid losing Olds. In addition, this paper will discuss the advantages and disadvantages of operating under a matrix organizational structure. Finally, this paper will examine what the management of Moss and McAdams can do to more effectively manage situations like what occurred in case.
Doing Things Differently
Over the course of six weeks of having to share Olds between the Jacksonville Audit and the Springfield project, Palmer experienced several issues with Crosby. At the initial phase of the project, both Crosby and Palmer agreed that Olds would dedicate his mornings working on the Springfield project and his afternoons would be dedicated to working on the Jacksonville project. From the onset, Crosby continually continue to disregard the agreed upon terms of the work schedule. If I were Palmer there are several things I would have done differently
In the Moss and McAdams Accounting Firm also know as M and M, Bruce Palmer has just been promoted to account manager. He has been assigned to lead and manage the Jacksonville Audit. Zeke Olds has been assigned as one of the five accountants on the Jacksonville Audit and is known as an innovator in regards to problem solving. The firm operates under a matrix organizational structure which requires Palmer to share his valuable resource, Zeke Olds, with a team that is being managed by Ken Crosby. Crosby is responsible for managing special consulting projects and has requested that Olds also be assigned to his Springfield project. Over the course of about two months, there were several issues between Palmer’s and Crosby’s teams with having to share Olds. Ultimately, it resulted in Olds being reassigned to work on the Springfield project full time instead of be shared between the two teams.
This paper will examine what response a project manager should provide if faced with the same issues Palmer faced within the case. Secondly, this paper will examine what Palmer could have done to avoid losing Olds. In addition, this paper will discuss the advantages and disadvantages of operating under a matrix organizational structure. Finally, this paper will examine what the management of Moss and McAdams can do to more effectively manage situations like what occurred in case.
Doing Things Differently
Over the course of six weeks of having to share Olds between the Jacksonville Audit and the Springfield project, Palmer experienced several issues with Crosby. At the initial phase of the project, both Crosby and Palmer agreed that Olds would dedicate his mornings working on the Springfield project and his afternoons would be dedicated to working on the Jacksonville project. From the onset, Crosby continually continue to disregard the agreed upon terms of the work schedule. If I were Palmer there are several things I would have done differently
References: Gray, C., and Larson, E. (2008). Bus517: Project management: The managerial process: 2009 custom edition (4th ed.). Boston, MA: McGraw-Hill. Why You Need a Project Management Office. (2003). Retrieved from CIO.com: http://www.cio.com/article/29887/Why_You_Need_a_Project_Management_Office_PMO