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2. the major problem is jack's lack of respect and trust in alfreds's professional expertise, leading to micromanagement and dismissive behavior. moreover jack overwrites alfreda's input and design ideas without any proper discussion. He also treats alfreda differently from his peers as she is new due to which alfreada might get demoralized which can create hostile and uncollaborative work environment.

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No, Jack isn't ready to serve as a project manager. As per Alfreda the behave of the jack towards her work looks quite awkward. As a manager should treats all the staff equally. He should respect the talent of his staff and listen to their idea and knowledge.

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No, Jack isn't ready to serve as a project manager. As per Alfreda the behave of the jack towards her work looks quite awkward. As a manager should treats all the staff equally. He should respect the talent of his staff and listen to their idea and knowledge.

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1. Jack is technically qualified but not ready yet to serve as a project manager because of his poor interpersonal skills, bias and favoritism among old colleagues and he lacks leadership mindset.

2. The major problem is Jack’s lack of respect and trust in Alfreda’s expertise.

3. Alfreda has not had an open discussion with Jack about the way he is treating her because she is newto the company and don't want to start any conflicts and maybe she is taking some time to understand.

4. The manager of electrical engineering will be in a difficult position. Initially, he might initially be somewhat protective of Jack and try to understand this situation and after that, he will listen to Alfreda and try to solve the internal conflict and prevent her from leaving.The manager should investigate situation fairly, provide feedback and coaching to jack . He should protect and retain Alfreda.

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1. Is Jack ready to be a project manager? Why or why not? How could he prepare?

Not really. He doesn’t have enough experience leading people.
To get ready, he should do some training, improve his communication, and learn from other managers.

2. What is the main problem with how Jack treats Alfreda?

He’s controlling her work too much and ignoring her knowledge.

3. Why hasn’t Alfreda talked to Jack directly? What if she does?

She might feel nervous since she’s new.
If she talks to him, he could react badly or ignore her concerns.

4. How will the electrical engineering manager respond? What should they do?

They will likely be worried and should step in, help Jack improve, and fix the problem before it gets worse.

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kripaG6

Jack isn’t ready to be a project manager yet.

He’s great technically and well-liked, but he lacks key leadership and people skills. He still thinks like an engineer—micromanaging and missing team dynamics.

To get ready, he should:

Take project management training.

Build soft skills like communication and delegation.

Learn from a mentor or shadow a good PM.

Focus on guiding his team, not controlling

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1. In my opinion, jack is not fully ready as a project manager despite of his strong technical expertise and respect in the field. He lacks essential leadership, delegation and interpersonal skills required for project management.

jack could have prepared for his new role by having formal training in project management and developing his soft skills such as active listening conflict resolution and emotional intelligence.

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The manager will likely take this seriously to avoid losing Alfreda.

They should:

Talk to both Alfreda and Jack to understand the issue.

Help them clear up misunderstandings.

Provide Jack with leadership support.

Clarify roles and expectations.

Make sure Alfreda feels heard and valued.

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Jack does not appear fully ready to serve as a project manager, as evidenced by his ineffective leadership and management style, particularly in his interactions with Alfreda. While Jack has significant technical expertise as a senior electronics engineer and is well-respected within Codeword, his transition to project management reveals deficiencies in key managerial skills, such as delegation, communication, and fostering collaboration. To better prepare, he could have pursued project management certification (e.g., PMP), shadowed an experienced project manager, sought mentorship, and studied team dynamics to effectively integrate and lead diverse team members.

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Q1

Jack is not fully ready to serve as a project manager, despite his technical experience and long tenure at the company. While he may have excelled as a senior engineer, he lacks the essential leadership qualities, emotional intelligence, and management mindset required for project management. Rather than transitioning into a facilitator and leader, Jack continues to act like a senior engineer, especially by micromanaging Alfreda. To prepare for his new role, Jack should have undergone project management training that emphasized soft skills such as delegation, team dynamics, and conflict resolution. Additionally, shadowing an experienced project manager or having a mentor could have helped him understand how to shift from being a hands-on technical contributor to being an effective leader who empowers team members.

Q2

Jack shows a lack of trust and respect for Alfreda’s expertise, constantly monitoring her work and dismissing her ideas. Instead of encouraging innovation, he treats her as inexperienced, despite her qualifications. His behavior reflects poor leadership and favoritism toward his former colleagues, creating tension within the team.

Q3

Alfreda may fear being seen as confrontational since she’s new and Jack is well-established. If she speaks up, Jack may become defensive given his dismissive tone so far. However, if approached calmly and constructively, there’s a chance he may recognize his behavior and improve, especially if guided by a neutral third party.

Q4

The manager will likely take Alfreda’s concerns seriously, especially given her value to the company. They should speak with both Alfreda and Jack, clarify roles, and ensure proper team dynamics. Providing Jack with leadership support or coaching could help prevent further conflict and improve team performance.

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2. The major issue is likely a lack of respect or communication:

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2. The major issue is likely a lack of respect or communication:

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Jack may be micromanaging Alfreda or undermining her expertise.

He might exclude her from decision-making or dismiss her inputs.

His tone or actions could be perceived as condescending or controlling, damaging trust and morale.

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Q1.

Jack is not fully ready. While technically strong and respected, he lacks key project management skills like delegation, communication, and team leadership. He’s micromanaging and not treating all team members equally.

Preparation could have included:

Formal project management training.

Mentoring under an experienced PM.

Soft skills or leadership development training.

Q2.

Jack doesn’t respect Alfreda’s expertise. He micromanages her, ignores her input, and dismisses her ideas—behaviors he doesn’t show toward his long-time colleagues. This shows bias and insecurity rather than effective leadership.

Q3.

She likely avoids direct confrontation due to:

Being new and not wanting to cause conflict.

Jack’s dismissive behavior, which suggests he won’t take feedback well.

If she does approach him, he may get defensive or justify his actions, making the situation worse.

Q4.

The manager might be concerned but hesitant to intervene directly.

They should:

Meet with both Alfreda and Jack to understand the issue.

Mediate a professional discussion between them.

Provide Jack coaching on leadership and team management.

Support Alfreda to prevent talent loss.

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Case Study: Codeword Project Management (Group 1)

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Case Study: Codeword Project Management (Group 1)

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1.  Do you think Jack is ready to serve as a project manager? Why or why not? How could Jack have prepared for his new role?

Jack has strong technical experience but isn't fully equipped for the responsibilities of a project manager. His approach shows a lack of leadership and interpersonal skills, especially in managing experienced team members. To better prepare for the role, Jack should have pursued project management training, improved his communication skills, and learned how to effectively lead and empower a team without micromanaging.

2.  What is the major problem with the way Jack interacts with Alfreda?

Jack's main issue is his tendency to micromanage and undervalue Alfreda's expertise. Rather than trusting her professional judgment, he imposes his ideas and dismisses hers. This undermines Alfreda’s confidence, damages professional respect, and limits innovation within the project.

3. Why do you think Alfreda has not had an open discussion with Jack about the way he is treating her? If Alfreda approaches Jack directly, how do you think he will respond?

Alfreda might hesitate to confront Jack because she is new and may fear damaging her position or causing tension. If she does speak with him, Jack might become defensive due to his insecurity about her higher qualifications. However, if she addresses the issue professionally, it could help Jack realize the need to adjust his management style.

4. How do you think the manager of electrical engineering will respond to this situation? What should the manager do?

The manager will likely take Alfreda's concerns seriously, especially to avoid losing a skilled employee. The manager should facilitate a constructive discussion between Alfreda and Jack, guide Jack on effective team leadership, and possibly arrange leadership training to help him transition smoothly into his managerial role.

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Group 04(Al Shahariar, Manjeet Deshar, Shafayet )

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Group 04(Al Shahariar, Manjeet Deshar, Shafayet )

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1. Do you think Jack is ready to serve as a project manager? Why or why not? How could Jack have prepared for his new role?

Industrially Jack has strong abilities but he fails to demonstrate necessary leadership potential coupled with ability to delegate and build relationships because he needs project management training coupled with mentorship to strengthen his competency.

2. What is the major problem with the way Jack interacts with Alfreda?

Jack shows misplaced authority by controlling Alfreda excessively and disregards her expertise through dishonest behavior which treats her as an employee rather than an expert in his team.

3. Why do you think Alfreda has not had an open discussion with Jack about the way he is treating her? If Alfreda approaches Jack directly, how do you think he will respond?

Alfreda shows indications of avoiding confrontation with Jack because he tends to dismiss her attempts to speak to him after previous negative interactions.

4. How do you think the manager of electrical engineering will respond to this situation? What should the manager do?

When the manager understands these issues they need to perform conflict resolution between the parties while defining each role and offering help to Alfreda and leadership and communication guidance to Jack.

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I don't think that Jack is ready to serve as a project manager because he is not professional. He takes things personally and don't deal well with his human resources, such as the new hired engineer, Alfreda.

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1. Do you think Jack is ready to serve as a project manager? Why or why not? How could Jack have prepared for his new role?

Industrially Jack has strong abilities but he fails to demonstrate necessary leadership potential coupled with ability to delegate and build relationships because he needs project management training coupled with mentorship to strengthen his competency.

2. What is the major problem with the way Jack interacts with Alfreda?

Jack shows misplaced authority by controlling Alfreda excessively and disregards her expertise through dishonest behavior which treats her as an employee rather than an expert in his team.

3. Why do you think Alfreda has not had an open discussion with Jack about the way he is treating her? If Alfreda approaches Jack directly, how do you think he will respond?

Alfreda shows indications of avoiding confrontation with Jack because he tends to dismiss her attempts to speak to him after previous negative interactions.

4. How do you think the manager of electrical engineering will respond to this situation? What should the manager do?

When the manager understands these issues they need to perform conflict resolution between the parties while defining each role and offering help to Alfreda and leadership and communication guidance to Jack.

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Q1. No, Jack is not fully ready to serve as a project manager despite his technical competence. While he is experienced and respected as a senior engineer, project management requires a different skill set, including:

Delegation and trust in team members’ expertise.

Leadership, not micromanagement.

Effective communication and conflict resolution.

Emotional intelligence to manage diverse personalities and backgrounds.

Jack is still behaving like a technical expert rather than a leader. His inability to step back from engineering details and empower team members—particularly Alfreda—shows he hasn’t transitioned to a true managerial mindset.

How Jack could have prepared:

Taken formal project management training (e.g., PMP or PRINCE2).

Shadowed another experienced project manager before leading his own project.

Worked with a mentor to understand the soft skills involved.

Focused on learning people management, conflict resolution, and leadership.

Q2. Jack is micromanaging her, which undermines her role and confidence.

He’s not open to new ideas—especially when Alfreda offers innovative suggestions.

There is a power imbalance, made worse by Jack’s insecurities—he may feel threatened by Alfreda’s credentials and salary.

His behavior comes off as patronizing, especially since he dismisses her input while trusting others based on past relationships.

Q3. Why Alfreda hasn’t spoken up:

She is new to the company and may fear retaliation or negative consequences.

Jack is her project manager, so there’s a power imbalance.

She may believe talking to Jack won’t help, given his dismissive behavior.

If she approaches Jack:

There is a risk Jack may become defensive or dismiss her concerns.

He might justify his actions by reiterating that she is new and “needs guidance.”

However, if approached professionally and constructively, there is a chance he might reflect and change, especially if he realizes it affects team morale.

Q4. Likely response:

The manager may be surprised and concerned, especially since Alfreda was a high-value hire.

He may attempt to mediate the situation quietly to avoid losing a talented engineer.

What the manager should do:

Listen to Alfreda’s concerns objectively and take them seriously.

Meet with Jack to provide feedback and help him recognize the difference between leading and managing.

Offer coaching or training to Jack on leadership and team dynamics.

Monitor the project environment to ensure it becomes more inclusive and respectful.

Reaffirm to Alfreda that her expertise is valued, and that she is expected to contribute meaningfully.

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Q1 =

No, Jack is not fully ready to serve as a project manager.
Even though he has strong technical skills and experience as a senior electronics engineer, he lacks important leadership and management skills needed for a project manager role. He micromanages his team, does not trust their expertise, and fails to listen to their ideas, especially Alfreda’s. A project manager should focus on leading the team, managing resources, and encouraging innovation, not doing the technical work themselves.

Jack could have prepared for his new role by taking leadership and project management training, understanding the differences between engineering work and project management responsibilities, developing better communication and listening skills, and working under a mentor to learn how to manage a diverse team effectively.

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1. jack is not ready to be the project manager. He lacks leadership skill, and communication skill which are critical. He could have received formal training first.

2. jack is being rude with alfreda despite her being qualified for the job. his approach also shows insecurity about his technical knowledge leading him to being rude to Alfreda.

3. Alfreda might feel intimidated by jack behavior. she could also be worry that if he address the issue it might make her look uncooperative. jack might response defensive

4. the manager should conduct a meeting to discuss about jack behavior and discuss if he is still compatible to assign his role or not.

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4. Manager should hold a meeting and discuss the problem both with jack and Alfreda and try to solve the problems.

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1. Do you think Jack is ready to serve as a project manager? Why or why not? How could Jack have prepared for his new role?

Ans:Even though jack is a senior electronics engineer,hes not ready to be project manager.He lacks the skills to communicate effectivly with people.

2. What is the major problem with the way Jack interacts with Alfreda?

Ans:Jack shows disrespect to Alfreda's opinion even though she has qualifications.This creates tension among the team and hinders coolaboration .

3. Why do you think Alfreda has not had an open discussion with Jack about the way he is treating her? If Alfreda approaches Jack directly, how do you think he will respond?

Ans:Alfreda may hesitate to talk to jack because she is new,or she just wants to avoid conflict.If she approches Jack he might react defensively and dismiss her feedback.

4. How do you think the manager of electrical engineering will respond to this situation? What should the manager do?

Ans:The manager should address the tension between Jack and Alfreda by first investigating the matter.He should call a metting for both members and discuss the issue and try to solve it peacefully.

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3. May be Alfreda is new and she is scared to loose her job or being alone in the firm by going the opposite to them. May be Jack would react defensively and dismiss the feedback of Alfreda

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4 ans:Answer:

Likely response: The manager of electrical engineering will likely address the situation, especially if Alfreda brings it to their attention. The manager may step in to mediate between Jack and Alfreda, providing guidance to Jack on improving his management style and interactions with the team.

What the manager should do:

The manager should ensure that both Jack and Alfreda feel heard and understood. They should provide Jack with constructive feedback on his leadership and communication skills. The manager might also consider recommending additional training for Jack, such as leadership development or conflict resolution courses.

It would also be beneficial to establish clear communication protocols and encourage a more open, feedback-driven work environment to prevent similar issues in the future.

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1. Is Jack Ready to Serve as a Project Manager?

No. Jack lacks essential leadership and communication skills. He can prepare by undergoing project management training, seeking mentorship, and engaging in self-reflection.

2. Major Problem with Jack's Interaction with Alfreda

Jack is micromanaging and dismissing Alfreda's expertise, which undermines her confidence and stifles innovation.

3. Why Hasn't Alfreda Discussed Her Concerns with Jack?

Alfreda may feel intimidated by Jack, fear retaliation, or be uncertain about how he would respond. If she approaches him, he might defensively justify his behavior rather than engage constructively.

4. How Will the Manager of Electrical Engineering Respond?

The manager should recognize the issue, facilitate a meeting between Jack and Alfreda, provide guidance to Jack on effective management, and encourage open feedback to foster a better team dynam

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q1) jack seems to be qualified for the project manager role in terms of technical knowledge but he is lacking in terms of leadership skills such as dividing the work, taking in suggesstions of the colleges and also maintaining good working environment for the team.

q2) jack seems off as too arrogant as he does not take alfreda's suggesstions and advices into considerations, he doesn't treat her as a peer but as someone inferior compared to him

q3) alfreda has not opened up to discussions with jack because she might think there's no point to do so since she has never been heard by jack, she might also be thinking that it'd make the situation worse and jack might target her after the discussion

q4) the manager of the electrical engineering will probably be upset about the whole situation since he clearly knows as someone with 8 years experience and phd in electronic engineering alfreada is a capable person. he should carefully monitor jack and should talk to him about this thing in a way that keeps alfreda out of this and afterwareds help jack learn some leadership skills

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I think the manager of electrical engineer should address the problem by having a meeting between all the parties involved. Where he should properly make the parties realize their authority, the team goal, and their role in their respective positions. Jack himself should also realize that he must trust the team and Alfreda more rather than acting as the electronic manager when he is a project manager. He should also start taking considerations and suggestion from all of his teammates.

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Due to some conflict of interest, meetings between them are more likely to be like monologues where Jack is having full authority on the project and Alfreda thinks that her point of view and authority on the project is very low even she is appointed as the senior engineer. In addition, he seems very dismissive and rude towards her by acting like she is a anomaly in the department. This might be the reason

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Although Alfreda has such vast qualification and experience, the problem of interaction in between them can be viewed in multiple ways. However, the major problem in our perspective maybe the stress of not completing his first project as PM. Which has let him to think in traditional, trusty ways to finish a project. In other hand, Alfreda has suggested him to try out new and creative design approach which has some risk but good returns in terms of cost system. This conflict of interest in our opinion is major problem in interaction.

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Jack doesn't treat Alfreda nicely. He talks down to her, doesn't listen to her ideas, and doesn't respect her skills. This makes Alfreda feel bad and makes it hard for them to work together.

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With such reputation, knowledge and experience, Jack is surely qualified to become a project manager however he is not ready to serve as one. He might have felt tremendous pressure in his first project as the PM because he was very confident on himself and demanded the promotion. With a new staff in charge as a senior electronics engineer, Jack does not seems confident on her. However, Jack should have trusted himself, project members and Alfreda as they all are very qualified and respected.

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1.Jack got promoted to project manager, but he's not handling it well. He knows a lot about electronics, but he's not good at managing people. To prepare, Jack should have learned how to lead and manage projects better.

2.Jack doesn't treat Alfreda nicely. He talks down to her, doesn't listen to her ideas, and doesn't respect her skills. This makes Alfreda feel bad and makes it hard for them to work together.

3.Alfreda is probably scared to talk to Jack because he's more experienced and might not listen. She might also be worried he'll treat her even worse if she speaks up.

4.The manager needs to talk to Jack and Alfreda together. They should sort out their problems and make sure everyone respects each other. The manager should also help Jack learn how to be a better leader and listen to his team.

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1. I don't think Jack is ready to serve as a project manager, since he can't treat his subordinates in a fair manner. He isn't adaptable, communicative and capable of leading a team to successfully complete projects as per his attitude presented through the text.

2. The major problem is Jack's micromanagement, lack of trust in Alfreda's abilities

3. Alfreda might be hesitant to approach Jack directly due to fear of confrontation, concerns about retaliation, or a desire to maintain a harmonious working environment.

4. The manager should address Alfreda's concerns by facilitating meeting between her and Jack, emphasing a respectful work environment and ensuring fair treatment for all team members.

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1. I personally think Jack is ready to serve as project manager as he has been working in the company for 12 years, has worked on many different projects which leads to different experience too. However, it could be way better if he changed his perspective and behavior towards his new co-worker Alfreda and listen to her ideas carefully rather than ignoring it as she is a new employee.

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1. I personally think Jack is ready to serve as project manager as he has been working in the company for 12 years, has worked on many different projects which leads to different experience too. However, it could be way better if he changed his perspective and behavior towards his new co-worker Alfreda and listen to her ideas carefully rather than ignoring it as she is a new employee.

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i think jack is ready to serve as a project manager if he focuses on few things. Like if he supports his colleagues and project members in a positive way then discouraging their ideas. Since, jack has been very good in his past projects, so he is ready if he worked on those behaviors.

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If this situation goes to an electrical engineer s/he might have been appreciated her ideas and plans regarding the project.

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I think Jack is ready to serve as a project manager if he focuses on few things. Like if he supports his colleagues and project members in a positive way then discouraging their ideas. Since, jack has been very good in his past projects so he is ready if he worked on those behaviours.

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Since jack has been disrespecting Alfreda and her project plans and thinks Alfreda as a kid, this makes her hard to have an open discussion with jack.
Even if she approach him directly he will act rude because of his ego.

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Jack thinks that the opinions that Alfreda is putting are not worthy and this conduct of Jack seems to be upsetting for Alfreda. Jack don't even look to her plans and think she is below him on thinking and dealing with projects. So, these are the problems during their interaction.

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Jack thinks that the opinions that Alfreda is putting are not worthy and this conduct of Jack seems to be upsetting for Alfreda. Jack don't even look to her plans and think she is below him on thinking and dealing with projects.

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I think Jack is ready to serve as a project manager if he focuses on few things. Like if he supports his colleagues and project members in a positive way than discouraging their ideas. Since, jack has been very good in his past projects so he is ready if he worked on those behaviours.

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q2) Workplace behavior  is a must important thing for any employee. The way Jack behaved with Alfreda is not a proper way to behave with any team mates.

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q2) Workplace behavior  is a must important thing for any employee. The way Jack behaved with Alfreda is not a proper way to behave with any team mates.

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Q1) Jack need more time get adapted with all the circumstances so that he can serve as project manager. So I think he is not in a position right now to serve as a project manager.

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Q1) Jack need more time get adapted with all the circumstances so that he can serve as project manager. So I think he is not in a position right now to serve as a project manager.

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1. Ans: Jack is well equipped and has had experience in project management however I do think Jack needs more time for this role and has to have more guidance and training to be ready for his new role.

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1. Ans: Jack is well equipped and has had experience in project management however I do think Jack needs more time for this role and has to have more guidance and training to be ready for his new role.

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The manager of electrical engineering should have an open discussion with both Jack and Alfreda to get to the cause of the conflict. The manager should also monitor the project more carefully and evaluate if Jack is right for the position and possibly train Jack to be better as project manager if he were to undergo the role in the future.

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Alfreda has probably not had a discussion with Jack about the way he is treating her because in the past he has been very dismissive of her and rude to her. She probably feels that if she were to confront him directly it could make the matter worse and possibly put her future at the company at jeopardy.

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Jack is too dismissive of Alfreda. He doesn't take her suggestions seriously and treats her like she has no idea what she is doing. He doesn't treat her with respect and is quite condescending towards her

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Jack is qualified to serve as project manager, however he is not the right fit for the role. Jack is treating his new coworker, Alfreda, unfairly as he is constantly checking over her work and treating her work like she isn't skilled at her job. When she has higher qualifications than him. She also shows him new ways to lower the cost of the project and he dismisses her idea. Jack isn't a good leader and therefore not fit to fill the role as project manager.

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offer jack more training as a solution and get them to discuss the issue as well as have jack spend less time looking at her work

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I think this stems to the problem the manager is always right.
I think if Alfreda approached Jack he would take it as a personal.
Assult and get defensive towards Alfreda.

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Jack treats Alfreda like she is not as smart as him. Jack
Also treats Alfreda like he is jelous of her.

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Jack is not ready to serve as a project manager. Jack is still in
the mindset that he is the engineer on the project. And not letting
his team who is capable. Do the work. Jack could or prepared for the role better.
By asking other managers how they work and manager their projects

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2. Jack has know Alfreda for 6 years and has acted poorly towards Alfreda throught that time, which would push her wanting to quit her job. (poor connection)

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2. Jack has know Alfreda for 6 years and has acted poorly towards Alfreda throught that time, which would push her wanting to quit her job. (poor connection)

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“Jack is acting more like the electronics engineer for the project than the project manager,”

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“Jack is acting more like the electronics engineer for the project than the project manager,”

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*However* it seems that he does not have some of the required knowledge for the job even though he has 12 years of experience elsewhere. He has the mindset of an electronics engineer rather than a project manager.

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*However* it seems that he does not have some of the required knowledge for the job even though he has 12 years of experience elsewhere. He has the mindset of an electronics engineer rather than a project manager.

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1. It sounds like Jack has the potential to be a really great project manager. He has done well within the company and is well-respected. Be that as it may, based on what we are seeing within the case study, he clearly needs a few training and guidance in the event that he is reaching to be effective in this new role. 

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1. It sounds like Jack has the potential to be a really great project manager. He has done well within the company and is well-respected. Be that as it may, based on what we are seeing within the case study, he clearly needs a few training and guidance in the event that he is reaching to be effective in this new role. 

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do you think jack is ready to serve as a project manger?Why or why not? how could jack have prepared for his new role

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peter smells

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no,

# data[].attributes.headline
Codeword is a medium-size firm that designs and manufactures electronic systems for the mass transit industry. It competes with other firms to win contracts to provide such systems.                                                         When Codeword receives a contract, it creates a project to complete the work. Most projects range from $10 million to $50 million in cost and from one to three years in duration. Codeword can have 6 to 12 projects going on at any one time, in various stages of completion—some just starting and others finishing.                                                Codeword has a handful of project managers who report to the general manager; other people report to their functional manager. For example, the electronics engineers all report to the manager of electrical engineering, who reports to the general manager.                    The functional manager assigns particular individuals to work on various projects. Some people work full time on a project, whereas others split their time among two or three projects. Although individuals are assigned to work for a project manager on a specific project, administratively they still report to their functional manager.                             Jack Kowalski has been with the company for about 12 years, since graduating from college with a BS in electronic engineering. He has worked his way up to senior electronics engineer and reports to the manager of electrical engineering. He has worked on many projects and is well respected within the company. Jack has been asking for an opportunity to be a project manager. When Codeword is awarded a $15 million contract to design and manufacture an advanced electronics system for a new aircraft, the general manager promotes Jack to project manager and asks him to run this project.Jack works with the functional managers to get the best people available assigned to the project.                               Most of the people are buddies who have worked with Jack on previous projects. However, with Jack’s position as senior electronics engineer vacant, the manager of electrical engineering has no one with the appropriate level of expertise to assign to Jack’s project. So the manager hires a new person, Alfreda Bryson.                               Lured away from a competitor, Alfreda has a Ph.D. in electronic engineering and eight years’ experience. She was able to command ahigh salary—more than Jack is making. She is assigned to Jack’s project full time as the senior electronics engineer.                         Jack takes a special interest in Alfreda’s work and asks to meet with her to discuss her design approaches. Most of these meetings turn into monologues, with Jack suggesting how Alfreda should do the design and paying little attention to what she says.              Finally, Alfreda asks Jack why he is spending so much more time reviewing her work than that of the other engineers on the project. He responds, “I don’t have to check theirs. I know how they work. I’ve worked with them on other projects. You’re the new kid on the block, and I want to be sure you understand the way we do things here, which may be different than at your previous employer.”    On another occasion, Alfreda shows Jack what she thinks is a creative design approach that will result in a lower-cost system. Jack tells her, “I don’t even have a Ph.D. and I can see that that won’t work. Don’t be so esoteric; just stick to basic sound engineering.”During a business trip with Dennis Freeman, another engineer assigned to the project who has known Jack for six years, Alfreda says that she is frustrated with the way Jack treats her. “Jack is acting more like the electronics engineer for the project than the project manager,” she tells Dennis. “Besides, I have forgotten more about designing electronics than Jack ever knew! He really isn’t up to date on electronic design methodologies.” She also tells Dennis that she’s planning to discuss the matter with the manager of electrical engineering and that she would never have taken the job with Codeword if she had known it  was going to be like this.

# data[].attributes.subject
Codeword is a medium-size firm that designs and manufactures electronic systems for the mass transit industry. It competes with other firms to win contracts to provide such systems.                                                         When Codeword receives a contract, it creates a project to complete the work. Most projects range from $10 million to $50 million in cost and from one to three years in duration. Codeword can have 6 to 12 projects going on at any one time, in various stages of completion—some just starting and others finishing.                                                Codeword has a handful of project managers who report to the general manager; other people report to their functional manager. For example, the electronics engineers all report to the manager of electrical engineering, who reports to the general manager.                    The functional manager assigns particular individuals to work on various projects. Some people work full time on a project, whereas others split their time among two or three projects. Although individuals are assigned to work for a project manager on a specific project, administratively they still report to their functional manager.                             Jack Kowalski has been with the company for about 12 years, since graduating from college with a BS in electronic engineering. He has worked his way up to senior electronics engineer and reports to the manager of electrical engineering. He has worked on many projects and is well respected within the company. Jack has been asking for an opportunity to be a project manager. When Codeword is awarded a $15 million contract to design and manufacture an advanced electronics system for a new aircraft, the general manager promotes Jack to project manager and asks him to run this project.Jack works with the functional managers to get the best people available assigned to the project.                               Most of the people are buddies who have worked with Jack on previous projects. However, with Jack’s position as senior electronics engineer vacant, the manager of electrical engineering has no one with the appropriate level of expertise to assign to Jack’s project. So the manager hires a new person, Alfreda Bryson.                               Lured away from a competitor, Alfreda has a Ph.D. in electronic engineering and eight years’ experience. She was able to command ahigh salary—more than Jack is making. She is assigned to Jack’s project full time as the senior electronics engineer.                         Jack takes a special interest in Alfreda’s work and asks to meet with her to discuss her design approaches. Most of these meetings turn into monologues, with Jack suggesting how Alfreda should do the design and paying little attention to what she says.              Finally, Alfreda asks Jack why he is spending so much more time reviewing her work than that of the other engineers on the project. He responds, “I don’t have to check theirs. I know how they work. I’ve worked with them on other projects. You’re the new kid on the block, and I want to be sure you understand the way we do things here, which may be different than at your previous employer.”    On another occasion, Alfreda shows Jack what she thinks is a creative design approach that will result in a lower-cost system. Jack tells her, “I don’t even have a Ph.D. and I can see that that won’t work. Don’t be so esoteric; just stick to basic sound engineering.”During a business trip with Dennis Freeman, another engineer assigned to the project who has known Jack for six years, Alfreda says that she is frustrated with the way Jack treats her. “Jack is acting more like the electronics engineer for the project than the project manager,” she tells Dennis. “Besides, I have forgotten more about designing electronics than Jack ever knew! He really isn’t up to date on electronic design methodologies.” She also tells Dennis that she’s planning to discuss the matter with the manager of electrical engineering and that she would never have taken the job with Codeword if she had known it  was going to be like this.

# data[].attributes.body
CASE QUESTIONS

1. Do you think Jack is ready to serve as a project manager? Why or why not? How could Jack have prepared for his new role?

2. What is the major problem with the way Jack interacts with Alfreda?

3. Why do you think Alfreda has not had an open discussion with Jack about the way he is treating her? If Alfreda approaches Jack directly, how do you think he will respond?

4. How do you think the manager of electrical engineering will respond to this situation? What should the manager do?

Source from:

Gido, J & Clements, JP 2014, Successful Project Management, 6th ed, Cengage Learning, Stamford, USA. (p. 347-349)