Case Study 6.1: Columbus InstrumentsThis case is based on a true story of a once-successful organization that had allowed its project management practices to degenerate to the point where assignment to a project team was often a mark of disfavor and a sign of pending termination. The case involves issues of motivation, structural effects on projects, and project team staffing. It offers students an opportunity to see how, if left unchecked, certain behaviors by department heads and others in the organization can work counter to the desires to use project teams to improve organizational profitability and instead make them a dumping ground for malcontents and poor performers.
Chapter 6. Project Team Building, Conflict, and Negotiation
Title: Project Management
Edition: 5TH 19
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