Explain in atleast 500 words by stating the Problem and providing a Solution in this situation. asap The Lyle Construction ProjectAt 6:00 P.M. on Thursday in late October 1998, Don Jung, an Atlav Companyproject manager (assigned to the Lyle contract) sat in his office thinking about thecomments brought up during a meeting with his immediate superior earlier that afternoon.During that meeting Fred Franks, the supervisor of project managers, criticized Don fornot promoting a cooperative attitude between him and the functional managers. FredFranks had a high-level meeting with the vice presidents in charge of the various functionaldepartments (i.e., engineering, construction, cost control, scheduling, and purchasing)earlier that day. One of these vice presidents, John Mabby (head of the purchasingdepartment) had indicated that his department, according to his latest projections, wouldoverrun their man-hour allocation by 6,000 hours. This fact had been relayed to Don byBob Stewart (the project purchasing agent assigned to the Lyle Project) twice in the past,but Don had not seriously considered the request because some of the purchasing wasnow going to be done by the subcontractor at the job site (who had enough man-hours tocover this additional work). John Mabby complained that, even though the subcontractorwas doing some of the purchasing in the field, his department still would overrun its man-hour allocation. He also indicated to Fred Franks that Don Jung had better do somethingabout this man-hour problem now. At this point in the meeting, the vice president ofengineering, Harold Mont, stated that he had experienced the same problem in that DonJung seemed to ignore their requests for additional man-hours. Also at this meeting thevarious vice presidents indicated that Don Jung had not been operating within theestablished standard company procedures. In an effort to make up for time lost due toinitial delays that occurred in the process development stage of this project, Don and hisproject team had been getting the various functional people working on the contract to "cutcorners" and in many cases to buck the standard operating procedures of their respectivefunctional departments in an effort to save time. His actions and the actions of his projectteam were alienating the vice presidents in charge of the functional departments. Duringthis meeting, Fred Franks received a good deal of criticism due to this fact. He was alsotold that Don Jung had better shape up, because it was the consensus opinion of thesevice presidents that his method of operating might seriously hamper the project's ability tofinish on time and within budget. It was very important that this job be completed inaccordance with the Lyle requirements since they would be building two more similarplants within the next ten years. A good effort on this job could further enhance Atlav'schances for being awarded the next two jobs. Fred Franks related these comments and afew of his own to Don Jung. Fred seriously questioned Don's ability to manage the projecteffectively and told him so. However, Fred was willing to allow Don to remain on the job ifhe would begin to operate in accordance with the various functional departments' standardoperating procedures and if he would listen and be more attentive to the comments fromthe various functional departments and do his best to cooperate with them in the bestinterests of the company and the project itself.

Change in project management is defined as a shift that impacts an organization's project, tasks,…

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Business

Operations Management

Explain in atleast 500 words by stating the Problem and providing a Solution in this situation. asap

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

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