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What affected the composition of the development group?: Nature of the Multinational project

One of the outcomes of the problems of phase II was a recognition that the Multinational project was a difficult project to manage because there were many different aspects that needed coordinating in rolling the system out to other countries (01079). As a consequence a project manager was recruited specifically to manage phase III of Multinational (01077). Jane, was recruited externally on a year's contract at great expense (00878). GIS felt that an external person would help them to manage X senior management (00954, 00872, 01084) while X hoped she would help them introduce some urgency into planning (00827). Despite this hope, X opposed her setting success criteria (01124). She was seen as being strong on both project management and technical issues (01085).

In additon to Jane's appointment, Colin took over the management of the Financial Accounting sub-system (00894) and Gordan was promoted giving the project a much stronger emphasis on project management. This reflected X's change in attitute over IT (01074) and the plans for rolling out the Multinational system to other countries (01121).

Social influence:
Technical influence:
Process: Project management

Commentary
Social influence
Technical influence

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© Clare Tagg 2000