Answer & Explanation:develop a set of reasonssupporting why your assigned person (Bob or Jim)should be the project manager
1._first_state_bank_case.pdf
1._first_state_bank_case.pdf
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CPEG/ELEG/CPSC 300 Group Project #1, Spring 2017
FIRST STATE BANK Case
First State Bank (FSB) is a regional bank
with branches throughout the northwest.
In early 2002 the bank launched a Web
site that provides its customers with the
ability to check account balances, obtain
information about the bank’s various
services, obtain contact information and
email questions, and link to a variety of
other useful sources of information.
Given the site’s tremendous success,
competition from both traditional and
nontraditional organizations, and the
desire to expand its presence beyond its
current geographical area, FSB decided
to expand its online offerings
significantly. More specifically, FSB
would like to expand its Web site to
include an online bill payment service,
allow customers to apply for credit cards
and loans online, open accounts online,
and manage their investment portfolios
online.
Vice-President of Information Systems,
Joan Bennett, has been charged with
overseeing the project. One of her first
tasks is to select the project manager.
Because of the strategic importance of
the project, she has a strong preference
for staffing the project internally as
opposed to employing the services of
one of the many consulting firms
available that specialize in these types of
projects. After developing a list of ten or
so possible candidates to serve as project
manager, she has finally narrowed the
list down to the two finalists described
below.
Bob Dixon
Bob joined FSB in 1998 after graduating
from a well-respected small private
school with a degree in computer
science. His first assignment as a
member of the bank’s help desk
provided him with exposure to a variety
of areas in the bank. He quickly gained a
reputation for being able to solve
difficult technical problems. In addition,
users of the bank’s various computer
systems were often heard commenting
on how service oriented Bob was and on
his ability to describe concepts in
nontechnical terms.
Because of both his technical knowledge
related to hardware and his ability to
program, Bob was selected to develop
the bank’s Web site in 2001. Bob
worked alone on this project and had
frequent meetings with one of the bank’s
directors of Information Systems, who
supervised the project. Initially, the
director did most of the design work and
Bob did the computer programming.
Bob often proposed alternative ways for
incorporating key features into the Web
site, and the director would choose
among the options Bob identified.
Toward the end of the development
project, Bob began to take a more active
role in proposing features to include in
the site.
The development project was largely
completed on time and on budget,
considering the changes in the scope of
the project that were made as the project
progressed. Several suggestions that
would have extended the site’s
functionality were tabled to be
considered after the site was officially
launched.
In his current position as Webmaster,
Bob is in charge of maintaining the
bank’s Web site. Although Bob’s staff
now includes a programmer and a
hardware specialist, his approach is very
much hands on, staying involved with all
technical aspects of the site. Bob has
developed an excellent rapport with his
two direct reports, and they have
emulated much of Bob’s style including
working long hours and even competing
to see who can accumulate the largest
number of soft drink cans, empty candy
wrappers, and computer printouts on one
desk.
Jim Mason
Jim Mason also joined the bank in 1998
after completing his MBA at a large
public university. Jim entered graduate
school immediately after graduating with
a Civil Engineering undergraduate
degree at the same university.
Jim spent his first year rotating between
various departments in the bank’s
management training program. After
completing this training, Jim requested
permanent assignment to the operations
group. His initial assignment was to
oversee the check encoding operation.
After implementing several process
improvements, Jim was eventually
promoted to senior operations analyst
and worked on several large process
improvement projects.
Performance
evaluations
of
Jim
suggested that one of his greatest
strengths was his ability to step back
from a problem and understand how the
various issues were interrelated. His
evaluations further recognized him as “a
highly motivated self-starter with very
good
organizational
skills.”
His
organizational skills also helped him
effectively present information, and he
was often requested to make short
presentations related to a particular
project’s status to senior management.
By almost all accounts, Jim was
considered
highly
competent,
completing assigned tasks in a timely
fashion with little or no direct
supervision. At the same time, Jim
always made it a point to communicate
regularly with other project team
members to keep them abreast of his
progress. He was often passionate about
his ideas and was typically able to get
buy-in from other team members for his
ideas.
Jim is almost always seen carrying his
planner. As an avid stock investor, he
makes it a point to stay abreast of trends
in technology. He has a basic
understanding of how the Internet works
and knows all the important buzz words.
While he has fooled around and created
a couple of Web pages, he knows very
little
about
more
sophisticated
programming languages such as Java,
and knows even less about computer
hardware beyond its basic purpose.
Questions:
-Read the case assignment
-Within your group, develop a set of reasons supporting why your selected person (Bob
or Jim) should be the project manager?
CPEG/ELEG/CPSC 300 Group Project #1, Spring 2017
FIRST STATE BANK Case
First State Bank (FSB) is a regional bank
with branches throughout the northwest.
In early 2002 the bank launched a Web
site that provides its customers with the
ability to check account balances, obtain
information about the bank’s various
services, obtain contact information and
email questions, and link to a variety of
other useful sources of information.
Given the site’s tremendous success,
competition from both traditional and
nontraditional organizations, and the
desire to expand its presence beyond its
current geographical area, FSB decided
to expand its online offerings
significantly. More specifically, FSB
would like to expand its Web site to
include an online bill payment service,
allow customers to apply for credit cards
and loans online, open accounts online,
and manage their investment portfolios
online.
Vice-President of Information Systems,
Joan Bennett, has been charged with
overseeing the project. One of her first
tasks is to select the project manager.
Because of the strategic importance of
the project, she has a strong preference
for staffing the project internally as
opposed to employing the services of
one of the many consulting firms
available that specialize in these types of
projects. After developing a list of ten or
so possible candidates to serve as project
manager, she has finally narrowed the
list down to the two finalists described
below.
Bob Dixon
Bob joined FSB in 1998 after graduating
from a well-respected small private
school with a degree in computer
science. His first assignment as a
member of the bank’s help desk
provided him with exposure to a variety
of areas in the bank. He quickly gained a
reputation for being able to solve
difficult technical problems. In addition,
users of the bank’s various computer
systems were often heard commenting
on how service oriented Bob was and on
his ability to describe concepts in
nontechnical terms.
Because of both his technical knowledge
related to hardware and his ability to
program, Bob was selected to develop
the bank’s Web site in 2001. Bob
worked alone on this project and had
frequent meetings with one of the bank’s
directors of Information Systems, who
supervised the project. Initially, the
director did most of the design work and
Bob did the computer programming.
Bob often proposed alternative ways for
incorporating key features into the Web
site, and the director would choose
among the options Bob identified.
Toward the end of the development
project, Bob began to take a more active
role in proposing features to include in
the site.
The development project was largely
completed on time and on budget,
considering the changes in the scope of
the project that were made as the project
progressed. Several suggestions that
would have extended the site’s
functionality were tabled to be
considered after the site was officially
launched.
In his current position as Webmaster,
Bob is in charge of maintaining the
bank’s Web site. Although Bob’s staff
now includes a programmer and a
hardware specialist, his approach is very
much hands on, staying involved with all
technical aspects of the site. Bob has
developed an excellent rapport with his
two direct reports, and they have
emulated much of Bob’s style including
working long hours and even competing
to see who can accumulate the largest
number of soft drink cans, empty candy
wrappers, and computer printouts on one
desk.
Jim Mason
Jim Mason also joined the bank in 1998
after completing his MBA at a large
public university. Jim entered graduate
school immediately after graduating with
a Civil Engineering undergraduate
degree at the same university.
Jim spent his first year rotating between
various departments in the bank’s
management training program. After
completing this training, Jim requested
permanent assignment to the operations
group. His initial assignment was to
oversee the check encoding operation.
After implementing several process
improvements, Jim was eventually
promoted to senior operations analyst
and worked on several large process
improvement projects.
Performance
evaluations
of
Jim
suggested that one of his greatest
strengths was his ability to step back
from a problem and understand how the
various issues were interrelated. His
evaluations further recognized him as “a
highly motivated self-starter with very
good
organizational
skills.”
His
organizational skills also helped him
effectively present information, and he
was often requested to make short
presentations related to a particular
project’s status to senior management.
By almost all accounts, Jim was
considered
highly
competent,
completing assigned tasks in a timely
fashion with little or no direct
supervision. At the same time, Jim
always made it a point to communicate
regularly with other project team
members to keep them abreast of his
progress. He was often passionate about
his ideas and was typically able to get
buy-in from other team members for his
ideas.
Jim is almost always seen carrying his
planner. As an avid stock investor, he
makes it a point to stay abreast of trends
in technology. He has a basic
understanding of how the Internet works
and knows all the important buzz words.
While he has fooled around and created
a couple of Web pages, he knows very
little
about
more
sophisticated
programming languages such as Java,
and knows even less about computer
hardware beyond its basic purpose.
Questions:
-Read the case assignment
-Within your group, develop a set of reasons supporting why your selected person (Bob
or Jim) should be the project manager?
…
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