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    CM Case Study 4 Ambitious PM

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    pinak prajapati
    The document summarizes a case study about an ambitious project manager. Key details include: - The project was originally bid $10 million too low by the staff estimator. - A new project manager was assigned to avoid blame for the error. - The project manager was given full authority but received little support from the home office. - Despite challenges, the project manager was ultimately able to complete the project with a $600,000 profit, though client relationships were damaged.

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    CM Case Study 4 Ambitious PM

    Uploaded by

    pinak prajapati
    141 views6 pages
    The document summarizes a case study about an ambitious project manager. Key details include: - The project was originally bid $10 million too low by the staff estimator. - A new project manager was assigned to avoid blame for the error. - The project manager was given full authority but received little support from the home office. - Despite challenges, the project manager was ultimately able to complete the project with a $600,000 profit, though client relationships were damaged.

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    The document summarizes a case study about an ambitious project manager. Key details include: - The project was originally bid $10 million too low by the staff estimator. - A new project manager was assigned to avoid blame for the error. - The project manager was given full authority but received little support from the home office. - Despite challenges, the project manager was ultimately able to complete the project with a $600,000 profit, though client relationships were damaged.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    141 views6 pages

    CM Case Study 4 Ambitious PM

    Uploaded by

    pinak prajapati
    The document summarizes a case study about an ambitious project manager. Key details include: - The project was originally bid $10 million too low by the staff estimator. - A new project manager was assigned to avoid blame for the error. - The project manager was given full authority but received little support from the home office. - Despite challenges, the project manager was ultimately able to complete the project with a $600,000 profit, though client relationships were damaged.

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    © All Rights Reserved
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    National Institute of Construction

    Management And Research(Pune)

    ACM Section 3.
    ACM C A01 Construction Management.
    Case Study Session 4 : Ambitious Project Manager.

    AP19219 BHARAT KARDA. AP19296 POOJA BHOSALE.

    AP19244 ADITYA KARANJKAR. AP19309 VINAY BHAPKAR.

    AP19248 MOSAM TRIVEDI. AP19310 PINAK PRAJAPATI.

    AP19254 DARSHAN GOSWAMI. AP19312 SNEHA BANKAR.


    Ambitious Project Manager.
    • The Project was bid lump sum at $50,00,000 by a staff
    estimator.
    • It was largest project undertaken by GC company.
    • Staff estimator made error of $10,00,000 .
    • The PM was given the authority to make every possible
    change.
    • PM also lost his project Engineer.
    • He has to appoint a new Project Engineer himself as he did
    not receive help from home office supervisory.
    • OIC was meeting only once to PM in a month.
    • The project was ultimately brought in with a clear fee of $
    600,000 but the client relationship has been damaged.
    1. Why assign these project to new PM?

    • The scenario dictates that there was a major error in the


    tender bidding.
    • Due to the negligence of OIC the bid was submitted and
    approved at much lesser rate than required which created
    deficit of $10,00,000.
    • To avoid the blame in this situation he appointed a new PM
    due to his lack of experience he did not have a check on
    estimate.
    2. Why did the OIC distant himself?
    • If OIC would remain close to PM then the PM would realize
    that he has been appointed to hide the error made by OIC
    during the tendering process .

    3. The PM did what he was asked to do.


    Didn’t he??
    • Yes PM did what he was asked to do.
    • By trying to mend the error he retrieved $600,000 from
    the client.
    4. He was successful. Wasn't he??
    • Yes, he was successful in his efforts because he gave his best
    by sacrificing his health and family time to bring the project
    back into the black.

    5. Did the PM make any error??

    • He did not maintain the chain of command and did not


    report to the higher authority and didn’t take the approval
    of higher authority at each stage.
    6. What would you have done??

    • I would have halted the work progress till proper approval and
    all the clearance from OIC.

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