You are working on a project to install 200 new computers foryour department. Your sponsor is the CTO (Chief TechnologyOfficer). Although the CTO is your key stakeholder, you know thatmany other individuals will affect the success or failure of yourproject. This is the first time you have worked with this CTO, andyou have heard that he often changes his mind about therequirements and due date. In fact, you heard that a PM who failedto meet the project deadline was fired by the CTO. On your way tothe weekly status meeting with the CTO, you run into a colleaguewho tells you that the best way to handle the CTO is to avoidconfronting him. If the CTO tells you to do 10 push-ups, you do 10push-ups. If he asks for coffee, do not forget the cream and sugar.In other words, the “Yes-Man” approach works best. You may not likewhat you hear from the CTO, but at least you will keep your job. Infact, your colleague tells you that the CTO often promotes peoplewho agree with him. Of course, you know what happens to those whofail to follow his recommendations. BBA 4126, Project Planning 3Provide your response to the following questions: ·
Who are your stakeholders? · How do you plan to communicate withyour stakeholders? · You schedule a meeting with managers from theimpacted departments, and only seven of the 13 you invited show upto discuss the project. What does this tell you about the potentialsuccess of the project? · Because of your failure to coordinatewith a vendor, the equipment will arrive 42 days late. How will younotify the sponsor of your serious error? · Your CTO informs youthat the deliverable date is now two months earlier. You know whathappened to the last PM. How do you handle that newrequirement?
