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Choose an article from 1.1 – 1.9, Select one of the *NINE project case studies presented by Wearne and White-Hunt (2014) in
Appendix 1 of their book and analyze how any five of the following interpersonal skills presented
apply to the closing phase of that project: 1. Active Listening
2. Cultural Awareness
3. Leadership
4. Networking
5. Political Awareness
6. Leadership
7. Team Building
8. Motivation
9. Communication
10. Influencing
11. Decision-making
12. Negotiation
13. Trust Building
14. Conflict Management
15. Coaching
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Unit 2 [GM594]
Unit 2 Assignment: Case Study Analysis
In this Assignment, you will be assessed based on the following outcome:
GM594-2: Integrate team leadership and management roles to support organizational objectives in
the closing phase of the project life cycle.
In this Assignment, you will synthesize leadership skills and the closing phase of the project life cycle.
You will choose one case study from among twelve alternatives. The project manager must develop
the following skills: planning, organizing, leading, and controlling. As a leader, the project manager
works with key stakeholders to communicate the vision of the project. A key point here is that all
projects must be aligned with the mission and vision of the organization.
Select one of the twelve project case studies presented by Wearne and White-Hunt (2014) in
Appendix 1 of their book and analyze how any five of the following interpersonal skills presented
apply to the closing phase of that project:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Active Listening
Cultural Awareness
Leadership
Networking
Political Awareness
Leadership
Team Building
Motivation
Communication
Influencing
Decision-making
Negotiation
Trust Building
Conflict Management
Coaching
Components
● Title page formatted in APA 6th edition style with the following information: Title of the paper,
your name, course number and section number, and date.
● A table of contents using the following headers: Introduction, Interpersonal Skill #1,
Interpersonal Skill #2, Interpersonal Skill #3, Interpersonal Skill #4, Interpersonal Skill #5,
Conclusion, and References.
● A minimum of three scholarly journal and textbook source references cited and credited
according to APA 6th edition formatting style using a minimum of six in-text citations. With help
with APA, go to the Writing Center under Academic Tools.
● The paper should be focused and to the point, containing between 600–800 words (at least 5pages) specific to the table of contents items, excluding references.
Page 1 of 2
Unit 2 [GM594]
References from the Library:
Project Management Institute (PMI). (2017). A guide to the project management body of knowledge
(PMBOK® Guide) (6th ed.). Newtown Square, PA: Project Management Institute (PMI).
Wearne, S., & White-Hunt, K. (2014). Managing the urgent and unexpected: Twelve project cases
and commentary. Farnham: Gower.
Directions for Submitting Your Assignment
Provide responses in a MS Word document. To submit your Unit 2 Assignment, go to the Unit 2
Assignment Dropbox link and follow the instructions. Make sure that you save a copy of each of the
tools you submit.
GM594 Unit 2 Assignment: Case Study Analysis
Content (50 points)
Selected, identified, and accurately summarized one of the twelve case
studies specified in the assignment instructions.
Selected, identified, and discussed at least five of the listed interpersonal
skills.
Analysis (30 points)
Clearly synthesized the selected project, the closing phase of that project,
and the five selected interpersonal skills in a cogent and organized critical
analysis discussion.
The key points of the paper were summarized and synthesized in a
concise and clear conclusion paragraph.
Writing (20 points)
Points
Possible
25
25
20
10
Grammatical skills are strong with typically less than one error per page.
Correct use of APA 6th edition.
6
Appropriate to the Assignment, fresh (interesting to read), accurate, (no
far-fetched, unsupported comments), precise (say what you mean),
clear introduction and conclusion, and concise (not wordy).
8
Paper is in 12-point font, and double-spaced with a double space
between. Paper is free of serious errors; grammar, punctuation, and
spelling help to clarify the meaning by following accepted conventions.
At least three scholarly journal and textbook sources are cited and
referenced in APA 6th edition format. Content is between 600–800
words (at least 5-pages) specific to the table of content items (excluding
references).
6
Total
Points
Earned
100
Page 2 of 2
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All rights reserved. May not be reproduced in any form without permission from the publisher, except fair uses permitted under U.S. or applicable copyright law.
Appendix 1
Case Summaries
1.1
New TV Business, Freeview, UK, 2002
1.2
Temporary Rail Station, Workington, 2009
1.3
Thames Bank Raising, London, 1971
1.4
Flood Diversion Scheme, Chichester, 2000
1.5
Ouse Banks Heightening, Selby and Barlby, Yorkshire, 2000
1.6
Motorway Viaduct Propping, North London, 2011
1.7
Embankment Stabilization, Heck, Yorkshire, 2000–2001
1.8
Remote Bridge Repair, Arnhem Highway, Northern Australia, 1998
1.9
Temporary Power Line, Auckland Central Business District, 1998
1.10
Aire Banks Repair, Gowdall, Yorkshire, 2000
1.11
Reinstatement of Railway, Great Heck, Yorkshire, 2001
1.12
9/11 Pile Sift, Make Safe and Remove Operations, World Trade
Center, New York, 2001–2002
Notes
Several of the cases consist of work to restore systems and services after a
disastrous event had caused severe damage. After such events the first actions
are those of life saving, safety and investigation of causes, controlled by the
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96
Managing the Urgent and Unexpected
police, emergency services and investigating authorities. These case studies
start from when control of the asset is returned to its owner.
The Great Heck rail reinstatement and the Heck embankment stabilization
projects were in the same area of the UK but were unconnected in their causes.
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Appendix 1.1
New TV Business,
Freeview, UK, 2002
Scope
To design and launch the UK ‘Freeview’ digital television system in six months,
May–November 2002, requiring an immediate start to technical development
and consumer marketing to meet the criteria of the licensing authority and
provide the basis for the successful launch and operation of Freeview.
Triggering Event
Financial collapse in March 2002 of ITV Digital and the return of three digital
terrestrial television (DTT) multiplex licences to the regulatory authority,
the Independent Television Commission (ITC). The multiplex licences were
originally awarded by the ITC in 1998 as part of the development and operation
of the UK digital terrestrial TV service.
Failure of ITV Digital had not been expected, though people in the industry
had thought it was looking unstable.
The ITC re-advertised the three licences and allowed four weeks for the
submission of applications. It was expected that the successful applicant
would relaunch the digital terrestrial TV service within a matter of months in
time for the Christmas market for buying viewing equipment.
The BBC formed a partnership with a transmission company and a
commercial competitor to apply for the licences. In total, the ITC received
four bids for the multiplex licences including the bid from the BBC and its
partners.
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98
Managing the Urgent and Unexpected
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Leading Stakeholders
The BBC initiated and led the project to bid for the licences, following the
opportunity to implement government policy to increase the number of
households with digital TV.
Timetable
On the failure of ITV Digital, the BBC’s Director General initiated action to
compete for the licences and gained immediate endorsement of Board members
and its regulator, the Governors.
Winning the licences and then launching the product were the two stages
of the project. These two stages were recognized from the start of organizing
the management of the project.
30 April 2002
1 May
13 June
4 July
30 October
Previous licensee surrenders licences to UK television regulating authority.
The authority re-advertises licences.
BBC and partners submit linked applications. Authority receives four bids.
The regulating authority announces BBC and partners have been
successful in their bid.
Freeview service launched.
Project Organization
The Head of Projects in the Director General’s office was Project Manager for
the bid for the licence and Launch Director, reporting to the Director General.
The Head of Business Management in BBC Distribution was the launch Project
Manager.
The Head of Projects had experience of leading previous pan-BBC projects
and had the full support of the Director General.
An early task for the Project Manager was obtaining agreement to an
integrated project plan based on the three organizations’ plans. This and
establishing control was achieved through regular meetings, together
with many informal discussions and socializing to achieve teamworking
and manage cultural differences between technical and marketing staff.
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Appendix 1.1
99
This style of leadership followed the BBC Director General’s policy and style
of informal and open communication between all levels.
Resourcing
The project team was formed from existing staff of the three organizations with
different expertise and different cultures. A single team was achieved through
a combination of top management support, a flat structure, attention to teambuilding and dedicated project leadership.
The BBC operates as a TV programmes provider, not a transmitting
organization. It took the lead on bidding for the licences, but for this formed
a consortium with the company which owned and operated the terrestrial
transmission platform and a company experienced in marketing commercial
TV which could use capacity for its own free-to-air channels.
The resources needed were provided from the three partners’ existing
technical, marketing and management staff. Two were in the London area and
one in Warwick. Because of the short duration of the project they continued
to be based in their established locations. ‘Virtual’ working was established.
This worked well. Once launched, the new system became a part of each
partners’ normal operations and a small operating company was established to
undertake marketing and to manage the Freeview brand.
Performance
The project achieved its objectives. The launch was two weeks later than
originally planned, but successfully met the target of attracting the Christmas
market.
Critical Decisions

Taking the transmission company and competing commercial
company as partners.

Appointment of full-time Project Managers for the project and its
launch.
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100
Managing the Urgent and Unexpected

Appointment of a Project Manager able to coordinate staff in
different companies and with different cultures.

Agreement of all stakeholders to an integrated project plan.

Injection of early control of the project, across all parties.
It was stated that reports that pessimists in the wider industry believed that the
project was doomed to fail spurred the team to success.
Recorded Lessons

Leadership by a small steering team and direct access of the Project
Manager to the Director General.

Operation of a ‘flat’ organization structure.

Team socializing.

Frequent meetings and open communication, creating ‘a sense of
interdependency, cooperation, trust and collaboration’.
Sources
BBC. 2002. http://www.bbc.co.uk/pressoffice/pressreleases/, last accessed
October 2004.
Comptroller and Auditor General. 2004. The BBC’s Investment in Freeview.
National Audit Office.
Dyke, G. 2004. Inside Story. New York: HarperCollins.
Major Projects Association. 2003. The Management of Unexpected Projects.
Seminar, London, June, summary published at http://www.majorprojects.
org/pdf/seminarsummaries/108Unexpprojects.pdf, last accessed 3 April
2014.
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Appendix 1.2
Temporary Rail Station,
Workington, 2009
Scope
Construction of a temporary new rail station including two platforms,
footbridge, waiting room and gravel car park in the northern part
of Workington to enable Cumbrian Coast Line trains to provide a
passenger service reconnecting both sides of the town after the collapse or
closure of the town’s road bridges over the River Derwent. The platform
structures and footbridge were constructed of scaffolding covered with
wooden planks with an anti-slip surfacing. After first completion, the length
of the platforms was increased for the longer trains needed for the volume of
passengers using the service, and the area of the car park was extended to a
total of 500 places.
Precipitating Event
Sustained intense rain storms over much of western Cumbria had resulted in
severe flooding of the River Derwent causing collapse or closure of both road
bridges linking the northern part of Workington and the main area of the town.
As a result, road travel between the two was a 30 mile journey.
The rail bridge over the Derwent remained undamaged so that the train
services that connected Workington and stations northwards could continue,
but the next station north of the river (at Flimby) was four miles up the line
from the isolated part of Workington.
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102
Managing the Urgent and Unexpected
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Timetable
20 November 2009 Extreme flood levels destroyed Workington’s Northside road bridge
over the River Derwent.
22 November
Safety closure of the Calva Bridge, the town’s last surviving road bridge.
Northern Rail proposed construction of the ‘Workington North’
temporary rail station.
23 November
All parties agreed the ‘Workington North’ temporary rail station
project was feasible.
24 November
Construction began during the night of 24/25 November.
Southbound platform completed.
26 November
28 November
Northbound platform and footbridge completed.
30 November
Workington North station opened.
Additional shuttle train services added to existing train services.
2 December
Temporary car-parking area completed.
21 April 2010
Replacement road bridge over Derwent opened.
28 May
Shuttle train service ceased.
8 October
Temporary station closed.
Temporary station removed and car park restored.
Leading Stakeholders
Northern Rail, the train operating company (TOC) of the scheduled Cumbrian
Coast Line services from, to and through Workington, proposed the construction
of a temporary Workington North station.
Network Rail plc, the owner and controller of the track, agreed to construct
the temporary station and car park, at their cost.
Allerdale Borough Council gave planning approval for the temporary
station and car park, leased the land and provided the power source for the
platform and car-park lighting.
The Cumbria Flood Recovery Coordinating Group formed by the Cumbria
County Council, the local councils, police and the emergency services
coordinated all parties.
The UK Department of Transport met the cost of operating the trains
between Workington and the temporary Workington North station as a free
shuttle service until the completion of a replacement road bridge.
Direct Rail Services provided additional train services from Maryport
through to Workington to cope with the demand.
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Appendix 1.2
103
Construction of a temporary footbridge between the main and north
parts of the town by the Royal Engineers was at a separate site clear of the
construction of the temporary rail station.
Project Organization
Network Rail’s Property Group based in Stockport was made responsible for
the planning and construction of the Workington North temporary station
project.
A geotechnical engineer already on site to check the effects of the river
floods on the rail bridge moved on to assess the site for the temporary station.
Network Rail’s helicopter was patrolling in Cumbria on 23 November and
was dispatched to the proposed site to provide aerial footage to assess
the site.
A three-man Network Rail team was seconded full time to lead the project:

Project Manager – the Property Works Manager, reporting
to Network Rail, Northern, Allerdale Council and the other
stakeholders.

Contracts Manager.

Works Delivery Manager.
Their normal duties were undertaken by deputies. It happened that deputies
for two had already been arranged for absence for training.
Design of the temporary platforms was undertaken by Network Rail with
the contractor. Starting from a temporary platform detail and footbridge design
used previously in Network Rail during track maintenance allowed work to
commence almost immediately following assessment of ground conditions at
the chosen site.
The construction of the platforms and footbridge was supervised by
a Chartered Engineer and changes to design made on site as needed. An
independent structural engineer was employ …
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