CASE STUDY: THE BLUE SPIDER PROJECT "This is impossible! Just totally impossible! Ten months ago I was sitting on top of the world. Upper-level...

All information is attached. Thank You

Read the Blue Spider Project case, provide a 1 page synopsis of the case study and answer the 19 questions in short essay form from “The blue spider project case study attached.

1. If you were Gary Anderson, would you have accepted this position after the director stated that this project would be his baby all the way?

2. Do engineers with MBA degrees aspire to high positions in management?

3. Was Gary qualified to be a project manager?

4. What are the moral and ethical issues facing Gary?

5. What authority does Gary Anderson have and to whom does he report?

6. Is it true when you enter project management, you either go up the organization or out the door?

7. Is it possible for an executive to take too much of an interest in an R&D project?

8. Should Paul Evans have been permitted to report information to Gable before reporting it to the project manager?

9. Is it customary for the project manager to prepare all of the handouts for a customer interchange meeting?

10. What happens when a situation of mistrust occurs between the customer and contractor?

11. Should functional employees of the customer and contractor be permitted to communicate with one another without going through the project office?

12. Did Gary demonstrate effective time management?

13. Did Gary understand production operations?

14. Are Functional Employees authorized to make project decisions?

15. On R&D projects, should profits be booked periodically or at project termination?

16. Should a Project Manager ever censor bad news?

17. Could the above-mentioned problems have been resolved if there had been a singular methodology for project management in place?

18. Can a singular methodology for project management specify morality and ethics in dealing with customers? If so, how we then handle situations where the project manager violates protocol?

19. Could the lessons learned on success and failure during project debriefings cause a major change in the project management methodology?

• Attachment 1
• Attachment 2