In phase I the team was small and the structure non-hierarchical with little formal project management (00383, 00404) but Gordan was closely involved in the project and he had both an analyst (Stuart) and a technical team leader (Scott). At the start of phase II Scott left and his replacement (Manny) did not arrive for three months because he could not be released from his previous job (00529). During this time both Gordan and Stuart had been working on other developments (the Financial Accounting sub-system and the Marine system) and there was no full-time involvement from a business manager (00742, 00909, 00601). When Manny did arrive Gordan chose to put him in charge of Marine and promote Stuart to manage the remainder of phase II because he perceived that Marine was the riskier project (00529, 00743).It seems as though the team carried on very much as before during the first part of phase II (00381, 00384). When Stuart took over as team leader at the end of January he found that they had limited, rather unrealistic plans (00743, 00403). There was a lack of recognition by the team of the problems they were facing (00748) perhaps stemming from a feeling that they were supposed to be getting on with things (01060) rather than Gordan being unapproachable (00748).
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Process: Project management |
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Commentary |
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Social influence |
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Technical influence |
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© Clare Tagg 2000