Case Study: Hybara Casinos
Driscoll is one of the examples of an organization that lacks good leadership and an environment that ensures good communication among key employees. Many projects fail because of lack of communication, requirement analysis, constant monitoring, and good leadership. Tim, the senior project manager of Driscoll, must have dealt with Hybara Casinos after having a good communication between the project manager and other business leaders. The lack of effective communication has become a root cause of the project failure. Tim should have understood possible risks of accomplishing a project by compressing the timeframe. As a senior project manager, Tim must have called a meeting among Hybara Casinos group, Krestine, and himself to set an appropriate timeframe to develop the information systems. For the successful execution of a project, there must be a continuous communications among major stakeholders (Culo & Skendrovic, 2010). During the conversation of Tim and Kristen, Tim reminded Allessandra of managing such IT projects well, he thought of bringing her back to manage the project of Hybara Casinos and deliver the project within two weeks. However, this is not a good idea to rehire Allessandra because this decision might humiliate Kristen and her working ability as a project manager. Even an experienced
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A good leadership must be able to ensure employee and customer satisfactions. To establish and implement effective strategies to ensure quality programs, top management must lead the teams. Schwalbe (2012) describes that many quality problems in the projects are associated with management, rather than technical issues, and hence, top management must be liable for creating, supporting, and promoting the quality programs. In order for the projects to be of high quality, top management must do requirements analysis and adequate communication to set the required timeframe to deliver the
A good leadership must be able to ensure employee and customer satisfactions. To establish and implement effective strategies to ensure quality programs, top management must lead the teams. Schwalbe (2012) describes that many quality problems in the projects are associated with management, rather than technical issues, and hence, top management must be liable for creating, supporting, and promoting the quality programs. In order for the projects to be of high quality, top management must do requirements analysis and adequate communication to set the required timeframe to deliver the