BHI Assignment
Final Project Case Study
1.0 Problem Statement:
My case study proposal involves an actual situation between a middle manager and a Engineer on record who deals with issues where micromanaging could have prevented a situation entirely. This predicament extends beyond an internal company problem and to both the client, the City of Green Bay in respects to spending government money, and the contractor who gets over paid for his miscalculation.
2.0 Background of Organization and Problem: This situation happens in an International Construction Management firm called Highlight Engineering that has between 3000 and 3500 current employees worldwide. Highlight Engineering has been doing Construction Management for about 35 years now and is proud to be one of the top Construction Management companies in the world. Jim Smith is the head engineer and has been a head engineer for 35 years spanning across five companies, and has only been with Highlight Engineering for the past 2 years.
Jim Smith was put in charge to be the head engineer of a $2 million construction project being paid for by the Federal Government through stimulus money. Jim was given the recommendation to hire Jamie Mills as the engineer on record by the vice president overseeing the project, Larry Appleton. Larry Appleton and Jim have worked together for the past two years and Larry told Jim that Jamie was well recommended for the jobs; Jamie Mills had already taken a three day course on learning the ECMS and NeXtGen software programs required for the project and had been a materials testing inspector for five years, and so with those credentials Jim hired him. Jim is also running two other projects which minimizes his presence on the job site to two days a week. When Jim visits, Jamie gives him a consistent status report that everything is under control and Jim reminds Jamie to contact him immediately if any problems occur. About five months into the eight month project, Jamie reported to Jim
1.0 Problem Statement:
My case study proposal involves an actual situation between a middle manager and a Engineer on record who deals with issues where micromanaging could have prevented a situation entirely. This predicament extends beyond an internal company problem and to both the client, the City of Green Bay in respects to spending government money, and the contractor who gets over paid for his miscalculation.
2.0 Background of Organization and Problem: This situation happens in an International Construction Management firm called Highlight Engineering that has between 3000 and 3500 current employees worldwide. Highlight Engineering has been doing Construction Management for about 35 years now and is proud to be one of the top Construction Management companies in the world. Jim Smith is the head engineer and has been a head engineer for 35 years spanning across five companies, and has only been with Highlight Engineering for the past 2 years.
Jim Smith was put in charge to be the head engineer of a $2 million construction project being paid for by the Federal Government through stimulus money. Jim was given the recommendation to hire Jamie Mills as the engineer on record by the vice president overseeing the project, Larry Appleton. Larry Appleton and Jim have worked together for the past two years and Larry told Jim that Jamie was well recommended for the jobs; Jamie Mills had already taken a three day course on learning the ECMS and NeXtGen software programs required for the project and had been a materials testing inspector for five years, and so with those credentials Jim hired him. Jim is also running two other projects which minimizes his presence on the job site to two days a week. When Jim visits, Jamie gives him a consistent status report that everything is under control and Jim reminds Jamie to contact him immediately if any problems occur. About five months into the eight month project, Jamie reported to Jim