Project Management Case Studies, 7th Edition

Part 5NEGOTIATING FOR RESOURCES

In most organizations, project management is viewed as multiple‐boss reporting. It is possible for the employees to report to one line manager and several project managers at the same time. This multiple boss reporting problem can greatly influence the way that the project manager negotiates for resources. Project managers must understand the skill level needed to perform the work, whether the resource would be needed on a part‐time or full‐time basis, and the duration of the effort for this worker.

Some people argue that today's project managers no longer have command of technology but possess more of an understanding of technology. If this is, in fact, the case, then the project managers might be better off negotiating for deliverables than for people. The argument is whether a project manager should manage people or manage deliverables.

Ducor Chemical

Ducor Chemical received a research and development (R&D) contract from one of its most important clients. The client had awarded Ducor a 12‐month, sole‐source contract for the R&D effort to create a new chemical that the client required for one of its future products. If Ducor could develop the product, the long‐term production contract that would follow could generate significant profits over the next several years.

In addition to various lab personnel who would be used as needed, the contract mandated that a senior chemist be assigned for the duration of the project. In the past, senior chemists ...