Simulations for Assessment, Training, and Development

Simulations for Assessment, Training, and Development Julie Hay HRD Press, Inc. • Amherst • Massachusetts Copyright...

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Simulations for Assessment, Training, and Development

Julie Hay

HRD Press, Inc. • Amherst • Massachusetts

Copyright © 2004, 2008, Julie Hay

The materials that appear in this book other than those quoted from prior sources may be reproduced for education/training activities. There is no requirement to obtain special permission for such uses. The permission statement is limited to reproduction of materials for educational or training events. Systematic or large-scale reproduction—or inclusion of items in publication for sale— may be carried out only with prior written permission from the publisher.

Published by:

HRD Press, Inc. 22 Amherst Road Amherst, Massachusetts 01002 1-800-822-2801 (U.S. and Canada) 413-253-3488 413-253-3490 (fax) www.hrdpress.com

Julie Hay has asserted her right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this book.

British Library Cataloguing in Publication Data: Hay, Julie Simulations for assessment, training, and development 1. Employees – Training of 2. Management – Simulation methods 3. Assessment centers (Personnel management procedure) 4. Teams in the workplace I. Title 658.3’12404

ISBN 978-1-59996-169-9 Library of Congress Control Number: 2003107561

Contents Introduction..............................................................................................................................

1

Using the Simulations within Assessment and Development Centers ...................................... Using the Simulations for Training Purposes ............................................................................

3 5

Part One: Assessment and Development Center Documentation .....................

7

The Coding System............................................................................................................. Observer Record: Group Discussion .................................................................................. Observer Record: Individual............................................................................................... Assessment Sheet................................................................................................................ Assessment Factors: Professionals ..................................................................................... Assessment Factors: Management......................................................................................

9 15 17 19 21 23

Program Management Notes: The Dubchinzaneth Building Project ................................. 25 Recommendation and Combined ................................................................................ 27 Planning and Combined .............................................................................................. 31 Contingency and Combined ........................................................................................ 35 Program Management Notes: The Nasmullin Product Development Project .................... Recommendation and Combined ................................................................................ Planning and Combined .............................................................................................. Contingency and Combined ........................................................................................

39 41 45 49

Program Management Notes: The Town of Valleys Merger ............................................. 53 Recommendation and Combined ................................................................................ 55 Planning and Combined .............................................................................................. 59 Contingency and Combined ........................................................................................ 63 Program Management Notes: The Brabent Hospital Merger ............................................. 67 Recommendation and Combined ................................................................................ 69 Planning and Combined .............................................................................................. 73 Contingency and Combined ........................................................................................ 77 Assessor Guidelines............................................................................................................ Management Factors: Recommendation ..................................................................... Management Factors: Planning ................................................................................... Management Factors: Contingency (Group) ............................................................... Management Factors: Contingency (Individual).........................................................

81 83 85 87 89

Professional Factors: Recommendation ...................................................................... 91 Professional Factors: Planning .................................................................................... 93 Professional Factors: Contingency (Group) ................................................................ 95 Professional Factors: Contingency (Individual).......................................................... 97

Participant Reports.............................................................................................................. Recommendation......................................................................................................... Planning....................................................................................................................... Contingency.................................................................................................................

99 101 103 105

Part Two: Training Documentation............................................................................. 107 Facilitation Notes................................................................................................................ The Dubchinzaneth Building Project .......................................................................... The Nasmullin Product Development Project............................................................. The Town of Valleys Merger ...................................................................................... The Brabent Hospital Merger......................................................................................

109 111 121 131 141

Simulation Briefings........................................................................................................... Team Simulation Briefing ........................................................................................... Management Simulation Briefing ............................................................................... Simulation Reviews ............................................................................................................ Team Simulation Reviews........................................................................................... Management Simulation Reviews ...............................................................................

151 153 154 155 157 165

Part Three: Participant and Assessor/Facilitator Briefs ...................................... 173 The Dubchinzaneth Building Project: Participant Briefs Part 1: Recommendation and Combined..................................................................... Part 2: Planning and Combined................................................................................... Part 3: Contingency and Combined............................................................................. Dubchinzaneth: Managing the Project: Events................................................................... The Dubchinzaneth Building Project: Assessor/Facilitator Briefs .....................................

175 207 213 237 265

The Nasmullin Product Development Project: Participant Briefs Part 1: Recommendation and Combined..................................................................... Part 2: Planning and Combined................................................................................... Part 3: Contingency and Combined............................................................................. Nasmullin: Managing the Project: Events .......................................................................... The Nasmullin Product Development Project: Assessor/Facilitator Briefs .......................

281 309 315 337 359

The Town of Valleys Merger: Participant Briefs Part 1: Recommendation and Combined..................................................................... Part 2: Planning and Combined................................................................................... Part 3: Contingency and Combined............................................................................. Valleys: Managing the Project: Events............................................................................... The Town of Valleys Merger: Assessor/Facilitator Briefs.................................................

369 425 429 449 477

The Brabent Hospital Merger: Participant Briefs Part 1: Recommendation and Combined..................................................................... Part 2: Planning and Combined................................................................................... Part 3: Contingency and Combined............................................................................. Brabent: Managing the Project: Events .............................................................................. The Brabent Hospital Merger: Assessor/Facilitator Briefs ................................................

487 537 541 561 589

Introduction This manual contains four sets of simulations, each comprising a number of activities that can be run in sequence or as stand-alone sessions. The sessions can be interspersed with learning reviews, which can take the form of presentations if required. The four simulations are • • • •

the Dubchinzaneth Building Project the Nasmullin Product Development Project the Town of Valleys Merger the Brabent Hospital Merger

The following sequence of activities takes place in each simulation: 1.

Participants are required to analyze information about the situation and prepare to support a specific, allocated project at a meeting.

2.

Then, working in teams, the participants share information, choose one of the projects, and select project team members.

3.

The teams are given more information so that they can prepare a project plan, including a cash flow forecast.

4.

Finally, each team is expected to manage the project remotely, dealing with various problems that arise as the simulation unfolds.

Each of the four stages can also be run with participants working on their own, rather than in groups. The simulations can be used for assessment and development centers or for training purposes. For assessment and development centers, we have included additional materials such as program management notes, assessor guidelines, and participant report forms that will provide additional assessment evidence. For training purposes, we have included detailed facilitator notes and participant review forms that can be used as learning logs. We have also included two optional competence frameworks for assessment purposes— managerial and professional—plus indications of the skills that will be practiced when the simulations are run in association with a training course.

Making Copies of the Materials All the materials may be photocopied for use in training events or within assessment centers that are either being run within your own organization or that you, as an external consultant, may be facilitating or administrating for your client. This license is limited to these two applications. Any attempt to copy the accompanying CD-ROM or distribute copies of any of the material—in paper or digital form—to people from outside your organization (or, in the case of a consultant, the organization with whom

1

you have a contract to run events that specifically use the material) is a violation of the copyright. We have included a duplicate set of the participant materials on the CD-ROM to make (legitimate) duplication easier. One set of these has codes and the other does not. You may wish, when photocopying the simulation, to distinguish between the material for the different sessions by using four different colors of photocopy paper (plus an additional color for the generic documents, such as the participant/candidate review sheets). This will make it easier for you to identify which documents to distribute when.

2

Using the Simulations within Assessment and Development Centers Choosing Simulations and Competencies The activities have been designed to simulate jobs in which people are required to handle information and draw conclusions, make individual or group decisions, communicate and influence others, and plan and run projects—in other words, most managerial and professional roles. Two sets of competencies are provided, but you can also use your own. When choosing which simulation(s) to use, we recommend that you pick those that have story lines that are most unlike the normal experiences of candidates. For example, don’t choose the Hospital Trusts Merger for participants who work within hospitals. Opting for the unfamiliar will give all candidates an equal chance of demonstrating their potential rather than measuring existing job knowledge. It also avoids the risk that candidates will unwittingly demonstrate bad practice because this is what they have observed in the workplace.

Running the Simulations We have provided detailed program management notes that will tell you how to run each of the activities within each of the four simulations. You can of course run them in sequence if you wish. You can also mix and match—for example, you may choose to have candidates prepare and hold an initial meeting to agree on a project from one set, then have them read the background materials from another set and run a group planning session based on that, and finally give them the pre-prepared plan from yet another set and have them run the related project. You can also intersperse the activities with presentations and/or report writing if this would match the competencies you wish to access. Note that some of the documentation related to each set •

provides overviews of events, etc., and is therefore to be seen only by you and the assessors;

•

is scheduled for distribution to participants after the simulation has started but may be given to them earlier if they ask for the information.

Timings and levels of difficulty are indicated in the program management notes. These are estimates; you will need to adjust them to suit the levels of competence of your specific participants. You can also alter the level of difficulty by giving candidates more or less time;

3

if you do this, remember to make a note of it so that you can be sure you are treating subsequent groups of participants consistently (or are taking it into account during the assessment process if and when some participants finish more quickly than others).

4

Using the Simulations for Training Purposes The activities have been designed to simulate jobs in which people are required to handle information and draw conclusions, make individual or group decisions, communicate and influence others, and plan and run projects—in other words, most managerial and professional roles. We have made some suggestions as to which training content the various activities might relate, but you can of course also determine your own skill sets that you wish to reinforce. When choosing which simulation(s) to use, we recommend that you decide whether participants would be better served by a “story line” that is like or unlike their normal experiences. If you choose story lines that are close to participants’ experiences, this will make the activities seem more relevant; story lines that are outside their experiences will provide more opportunity for participants to make their own decisions rather than following custom and practice (which may not be best practice!). For example, choose the Hospital Trusts Merger for participants who work within hospitals if you want to reinforce the direct application of the learning—but opt for unfamiliar settings if you want participants to develop their skills at handling ambiguity.

Running the Simulations We have provided detailed facilitation notes that will tell you how to run each of the activities within each of the four sets. These take you through a set in sequence, complete with reminders about optional presentations or progress reviews. You can, of course, also mix and match—for example, you may choose to have candidates prepare and hold an initial meeting to agree on a project from one set, then have them read the background materials from another set and run a group planning session based on that, and finally give them the pre-prepared plan from yet another set and have them run the related project. Timings and levels of difficulty will depend on factors such as the ability of participants and the time you allow them for each stage. We suggest you start by allowing up to 30 minutes for each individual activity and up to 45 minutes for each meeting, plus of course some time for reviews or presentations if you wish to have these. These are estimates; you will need to adjust them to suit the levels of competence of your specific participants. You can also alter the level of difficulty by giving candidates more or less time; if you do this, remember to make a note of it so that you can be sure you are treating subsequent groups of participants consistently.

5

Part One

Assessment and Development Center Documentation

MA

The Coding System The administration of an assessment or development center is complex. Administrators, assessors, and staff all require their own set of documents for each activity. We have used a series of reference codes throughout this manual to help you identify the materials that you require for the administration of your center. Those documents that are photocopy masters carry a code indicating the recommended color of photocopy paper to be used. Using a single color of paper for a particular type of document will help you make sure that the right people always get the right documents. This is particularly important for restricted documents such as activity briefs and assessor guidelines, which shouldn’t be taken away or inadvertently shown to potential participants. The codes for documents you will be using to run your centers consist of the following: • • • •

Type of simulation—for example, report writing or presentation Specific activity names—for example, Dubchinzaneth Type of document—for example, participant brief or form for assessor to use Page and total pages

So RECO/DUBC/PB/1 of 4 would indicate that this is a RECOMMENDATION type of activity/entitled Dubchinzaneth/Participant Brief/and this is page 1 out of 4 pages in all. Some documents can be used for several activities. In that case, an asterisk will be used to indicate a “wild card.” For example, CONT/*/AG/1 indicates an assessor guideline sheet that can be used with any of the CONTINGENCY simulations. Occasionally an activity will have only one version and will therefore have no specific name. For example, OS/1 is an observer sheet for any group discussion. Documents like this one, which tell you how to use this manual, will be simply coded MA at the top of the page. The following examples illustrate the codes and their meanings for different types of documents.

9

MA

All documents The type of document and for whom it is intended (for example, participant brief):

RECO/DUBC/PB/1 of 4

Activity documents The type of activity (for example, RECOMMENDATION):

RECO/DUBC/PB/1 of 4

The name of the activity (for example, Dubchinzaneth):

RECO/DUBC/PB/1 of 4

10

MA

The number of pages in the document plus the page number of the current page:

RECO/DUBC/PB/1 of 4

Multi-Use Activity Documents Some documents may be used in several activities. "wild card"

CONT/*/AG/1 of 2

The tables on the following two pages show •

the document codes and an explanation of the type of user, together with the recommended color of paper for photocopying; and

•

the codes for the different types of simulations available in this manual.

11

MA

PM

PB

PR

OS

AS

AB

AG

GI

Program management: used only by the person(s) running the center—the descriptions of simulations and how to run them

Participant briefs: for participants to read and make notes on if they wish—for example, explanations of activities, background information on simulated organizations. Keep in separate folders for each participant for each activity

Participant reports: for completion during or after the activities and to be retained in folders with the participant briefs—for example, questionnaires about how they feel they performed

Observer sheets: used by assessors to note what participants say and do and to be retained in the folders with participant briefs and reports

Assessment sheets: used to record assessments of participants and to be collated during the program so that a summary can be written at the end

Assessor briefs: additional information to help assessors follow the content of the simulations

Assessor guidelines: guidance for assessors on what to look for when assessing specific activities— these must not be seen by participants

General information: information—such as program descriptions, lists of factors—issued generally to participants, assessors, managers, and potential participants

Code

Using this manual: pages that tell you how to use the contents of this manual

Documents

Coding for Types of Document

12

Blue

Orange

Yellow

Green

White

Cream

White

Yellow

Not applicable

Suggested Color for Copying

MA

Activities where participants must prepare plans

RECOMMENDATIONS, PLANNING, and CONTINGENCY activities being run in sequence

COMBINED

Activities where interruptions must be handled

CONTINGENCY

PLANNING

Meetings where participants have conflicting aims

Format

RECOMMENDATION

Type

Coding for Types of Simulation and Other Activity

13

COMB

PLAN

CONT

RECO

Code

MA

OS/1 of 1

Observer Record: Group Discussion Assessor

Activity

Participant

Date

Participant

Page

Participant

Others

Participant

15 Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008

OS/1 of 1

Observer Record: Individual Assessor

Activity

Participant

Date Page

Observations

Notes


AS/1 of 1

Assessment Sheet Participant

Assessor

Activity

Factor

Evidence

Rating


GI/1 of 1

Assessment Factors: Professionals A. Processing written information Absorbs information through reading bulletins, manuals, trade journals, and so on. Presents information through proposals, reports, letters. B. Verbal communication skills Communicates to others via telephone and face-to-face, one-to-one, and in meetings, and through presentations and demonstrations. C. Networking Can track down sources of information. Knows whom to contact. Keeps the appropriate people informed. Acts as liaison between others. D. Looking ahead Anticipates difficulties and spots opportunities. Makes plans for self and others. Identifies potential resources. Alerts management to issues to forestall problems. E. Coordinating Monitors progress, follows up, coordinates work done by self and others. Orchestrates. Initiates action to correct deviations from plan. F. People skills Gets along with others, individually and in groups. Deals with a wide range of people, at all levels, with different styles, inside and outside the organization. G. Time management Can work with and without interruptions. Sets priorities, meets deadlines. H. Influencing skills Can influence and get help and information from others. Handles problems without detriment to working relationships. I.

Business perspective Understands business of the customer and own organization. Identifies customer requirements. Matches these to available products and services. Recognizes resource and cost constraints.


GI/1 of 1

Assessment Factors: Management A. Response to change Responds positively to change, whether of people, procedures, tasks, constraints, or objectives. Initiates change and seeks change as opportunity. B. Sense of responsibility Expects and accepts responsibility for self, others, the organization, and the environment. Is decisive and in the driving seat. Manages proactively for the greater good of the community. C. Impact Behaves confidently, in command of self and situation. Exercises power and influence. D. Conceptualizing Diagnoses, collects, and analyzes information. Looks for links and develops new constructs. Intellectually manages complexity and ambiguity. E. Multiple perspectives Shows interest in perspectives of others. Can combine and contrast different disciplines. Understands own part in the total. Sees the whole picture. F. Prediction Looks ahead, predicts, and forecasts. Prepares, plans, recognizes, and acts in advance of obstacles. Reads the environment. G. Respect and responsiveness Recognizes the worth of others, respects their contributions, and empowers people. Spends time on relationships. Empathizes. H. Communicating Recognizes the need to communicate and does so consistently. Shares the vision. Puts efforts into making contact, formally and informally. I.

Self-awareness Monitors own performance and its impact on others. Is open and honest. Uses feedback to learn. Is self-aware and self-analytical.


Program Management Notes: The Dubchinzaneth Building Project • • •

RECOMMENDATION and COMBINED PLANNING and COMBINED CONTINGENCY and COMBINED

RECO/DUBC/PM/1 of 3

The Dubchinzaneth Building Project Type of Activity RECOMMENDATION and COMBINED*

Title The Dubchinzaneth Building Project

Level of Difficulty Moderate to high

Number of Participants Up to eight

Description A group discussion in which participants have to agree which project will best meet the needs of the client (a fictitious third-world country) and then determine staffing for it. Each participant is allocated a different project and must seek to persuade the others to accept the project they are championing.

Suggested Timing •

30 minutes for reading the brief and individual preparation

•

45 minutes for group discussion for 4 participants; add another 10 minutes per person for each additional participant

•

15 minutes to complete the Participant Report

Preparation time can be scheduled directly before the meeting or can be done at an earlier time if necessary.

Seating With separate assessors: Participants around table; assessors seated so that they can see the faces of the participants they are observing. or With peer assessment: Participants in a row facing the video camera (recommend a maximum of four participants in this case).


RECO/DUBC/PM/2 of 3

Materials A folder labeled with activity and participant codes containing, for each participant: • • • • • • •

General Brief RECO/DUBC/PB1 Potential Project Briefs RECO/DUBC/PB2—Note: A different version of this is needed for each participant US-Based Team RECO/DUBC/PB3 Project Managers RECO/DUBC/PB4 Traveling Troubleshooters RECO/DUBC/PB5 Background Briefing RECO/DUBC/PB6/2 pages Project Cost Estimates RECO/DUBC/PB7

Separately—for distribution at the start of the discussion: •

Project Decision Brief RECO/DUBC/PB8

Separately: •

Participant Report RECO/*/PR/2 pages

For assessors: • •

Project Costs Summary */DUBC/AB1 Project Data Lists */DUBC/AB2/8 pages

Instructions •

Distribute the folders.

•

Announce the end of preparation time.

•

Collect the folders if the meeting does not follow immediately, in which case you should return them to participants when the meeting starts.

•

To start the meeting, distribute Project Decision Brief (RECO/DUBC/PB8).

•

Announce the end of the meeting (you may want to give a 5-minute warning).

•

Distribute the Participant Reports (RECO/*/PR) for individual completion.

•

Collect the folders containing all the paperwork, including the Participant Reports.

•

Pass to the assessors with the appropriate assessment documents.


RECO/DUBC/PM/3 of 3

Optional Extras/Associated Activities Ask each participant to write a report based on the meeting. Allow 30 to 45 minutes for this activity, which will provide better evidence for an assessment of written skills than the short, structured Participant Report.

*Can be used as COMBINED with PLANNING activity for Dubchinzaneth CONTINGENCY activity for Dubchinzaneth (see page 13 for an explanation of these categories).


PLAN/DUBC/PM/1 of 3

The Dubchinzaneth Building Project Type of Activity PLANNING and COMBINED*




Description A group discussion, or individual activity, in which participants have to plan how to run a specified project.



•

45 minutes for group discussion for four participants; add another 10 minutes per person for each additional participant or

•

A total of 1 hour 15 minutes to work individually to produce a plan

•




PLAN/DUBC/PM/2 of 3

Seating With separate assessors: Participants around table; assessors seated so that they can see the faces of the participants they are observing. or With peer assessment: Participants in a row facing the video camera (recommend a maximum of four participants in this case). or For individual work: Sufficient space at a table to spread out paperwork.

Materials If this is run as a COMBINED simulation, the participants should be given their folders containing previously distributed briefs plus their working papers. If this is run as a stand-alone simulation, each participant needs a folder labeled with activity and participant codes containing: • • • • • • •

General Brief RECO/DUBC/PB1 Potential Project Briefs RECO/DUBC/PB2—select only one version of this to use US-Based Team RECO/DUBC/PB3 Project Managers RECO/DUBC/PB4 Traveling Troubleshooters RECO/DUBC/PB5 Background Briefing RECO/DUBC/PB6/2 pages Project Cost Estimates RECO/DUBC/PB7

Separately, for distribution at the start of the meeting (not required for individual activity): • •

Project Planning PLAN/DUBC/PB1 Planning Parameters PLAN/DUBC/PB2/2 pages

Separately: •

Participant Report PLAN/*/PR

For assessors, if not already provided: • •

Project Costs Summary */DUBC/AB1 Project Data Lists */DUBC/AB2/8 pages

Instructions •


•

If this is run as an individual activity, tell the participants that a written plan is required from them.


PLAN/DUBC/PM/3 of 3

•

If this is run as a group activity, announce the end of the preparation time.

•

Collect the folders if the meeting does not follow immediately, in which case you should return them to the participants when the meeting starts.

•

To start the meeting, distribute Project Planning (PLAN/DUBC/PB1) and Planning Parameters (PLAN/DUBC/PB2).

•

Announce the end of the meeting or of the individual working time (you may want to give a 5-minute warning).

•

Distribute the Participant Reports (PLAN/*/PR) for individual completion.

•

Collect the folders containing all the paperwork including the Participant Reports.

•


Operational Extras/Associated Activities Ask each participant to write a report based on the meeting. Allow 30 to 45 minutes for this activity, which will provide better evidence for an assessment of written skills than the short, structured Participant Report.

*Can be used as COMBINED with PLANNING activity for Dubchinzaneth CONTINGENCY activity for Dubchinzaneth (see page 13 for an explanation of these categories).


CONT/DUBC/PM/1 of 3

The Dubchinzaneth Building Project Type of Activity CONTINGENCY and COMBINED*


Level of Difficulty Moderate to high, depending on the speed at which you run it

Number of Participants Up to eight, or as an individual activity

Description •

This is an interruptions simulation. Participants are the management team of an international charity and have responsibility for managing a project remotely, on which they have to deal with a number of incidents.

•

Group version: Participants discuss each incident and then record their own and the group decisions in a log.

•

Individual version: Participants work individually, recording their decisions in a log. In the latter case, it is useful to have an assessor discuss the decisions with each participant afterward.



•

45 to 60 minutes to run the series of “interruptions”

•

15 to 20 minutes afterward for an assessor/participant discussion (if run as an individual activity)

Note: Timing should average 3 to 4 minutes per incident—the faster the activity is run, the more difficult it becomes. You may need to judge the speed by watching to see how quickly participants finish discussing incidents or writing in the logs. Aim to move on at the point that most participants have finished: do not wait for the slowest person.


CONT/DUBC/PM/2 of 3

If necessary, you can stop the activity at any incident. In this case, you may want to tell participants to turn to the final sheet so that they finish the activity on a positive note.

Seating With separate assessors: Participants around table; the assessors are seated so that they can see the faces of the participants they are observing. or With peer assessment: Participants in a row facing the video camera. For the individual activity, each participant will need plenty of desk space for the file of incidents and the log.

Materials If this is run as a COMBINED simulation, participants should be given their folders containing previously distributed briefs plus their working papers. If this is run as a stand-alone simulation, each participant needs a folder labeled with activity and participant codes, containing: • • • • • • • • • •

General Brief RECO/DUBC/PB1 Potential Project Brief RECO/DUBC/PB2—select one version of this only to use US-Based Team RECO/DUBC/PB3 Project Managers RECO/DUBC/PB4 Traveling Troubleshooters RECO/DUBC/PB5 Background Briefing RECO/DUBC/PB6/2 pages Project Cost Estimates RECO/DUBC/PB7 Project Planning PLAN/DUBC/PB1 Planning Parameters PLAN/DUBC/PB2/2 pages Critical Path CONT/DUBC/PB1/3 pages

Separately, for distribution after any preparation time ends: • • •

Building and Commissioning the Project: General Brief CONT/DUBC/PB2 Building and Commissioning the Project: Decision Log (group or individual) CONT/ DUBC/DL/7 pages Building and Commissioning the Project: Events CONT/DUBC/EV/27 pages

Separately: •

Participant Report CONT/*/PR


CONT/DUBC/PM/3 of 3

For assessors, if not already provided: • • •

Project Costs Summary */DUBC/AB1 Project Data Lists */DUBC/AB2/8 pages Building and Commissioning the Project: Event Listing */DUBC/AB3/2 pages

Instructions •

Distribute the folders with their contents.

•


•


•

At the start of the activity, distribute the General Brief (CONT/DUBC/PB2) and explain that the project is about to start.

•

Then distribute the Decision Logs (CONT/DUBC/DL) and explain how to complete them.

•

Finally distribute the Files of Event Briefs (CONT/DUBC/EV), pointing out that they are not to open these Event Files until you say so.

•

Explain that you will be announcing the Event Numbers and that they can only turn the pages as far as the number you have given. They may refer to earlier events at any time but are not to move ahead of the number called. (You may want to have large cards to display the last number called.)

•

Run the activity.

•

Stop the activity and distribute Participant Reports (CONT/*/PR) for completion.

•

Collect the folders containing all the Participant Briefs plus General Brief, Participant Log, Event File, and Participant Report.

•


Optional Extras/Associated Activities This activity can be run within time pressures. It will then become an individual In-Tray simulation or a cooperative group discussion.

*Can be used as COMBINED with RECOMMENDATION activity for Dubchinzaneth PLANNING activity for Dubchinzaneth (see page 13 for an explanation of these categories).


Program Management Notes: The Nasmullin Product Development Project • • •


RECO/NASM/PM/1 of 3

The Nasmullin Product Development Project Type of Activity RECOMMENDATION and COMBINED*

Title The Nasmullin Product Development Project


Number of Participants Up to seven

Description A group discussion in which participants have to agree which new product will best meet the needs of the organization, which seeks to reopen a production facility in a developing country, and then determine staffing for it. Each participant is allocated a different product and must seek to persuade the others to accept the project they are championing.



•

45 minutes for group discussion for four participants; add another 10 minutes per person for each additional participant

•





RECO/NASM/PM/2 of 3

Materials A folder labeled with activity and participant codes containing: Participant Briefs: • • • • • •

General Brief RECO/NASM/PB1 Potential Products RECO/NASM/PB2—Note: A different version of this is needed for each participant Project Team Members RECO/NASM/PB3 Project Managers RECO/NASM/PB4 Ralinstria Background Briefing RECO/NASM/PB5 Project Cost Estimates RECO/NASM/PB6


Project Decision Brief RECO/NASM/*/PR

Separately: •

Participant Report RECO/*/PR


Project Costs Summary */NASM/AB1 Project Data Lists */NASM/AB2/4 pages

Instructions •


•


•


•

To start the meeting, distribute Project Decision Brief (RECO/NASM/PB7).

•


•


•

Collect the folders containing all the paperwork, including the Participant Reports.

•



RECO/NASM/PM/3 of 3


*Can be used as COMBINED with PLANNING activity for Nasmullin (see page 13 for an explanation of these categories).


PLAN/NASM/PM/1 of 3

The Nasmullin Product Development Project Type of Activity PLANNING and COMBINED*



Number of Participants Up to seven, or as an individual activity

Description A group discussion, or individual activity, in which participants have to plan how to run a specified project



•


•


•




PLAN/NASM/PM/2 of 3


Materials If this is run as a COMBINED simulation, the participants should be given their folders containing previously distributed briefs plus their working papers. If this is run as a stand-alone simulation, each participant needs a folder labeled with activity and participant codes containing: • • • • • •

General Brief RECO/NASM/PB1 Potential Products RECO/NASM/PB2—select one of these to use Project Team Members RECO/NASM/PB3 Project Managers RECO/NASM/PB4 Ralinstria Background Briefing RECO/NASM/PB5 Project Cost Estimates RECO/NASM/PB6


Project Planning PLAN/NASM/PB1 Planning Parameters PLAN/NASM/PB2/2 pages

Separately: •



Project Costs Summary */NASM/AB1 Project Data Lists */NASM/AB2/4 pages

Instructions •


•


•



PLAN/NASM/PM/3 of 3

•


•

To start the meeting, distribute Project Planning (PLAN/NASM/PB1) and Planning Parameters (PLAN/NASM/PB2).

•


•


•


•



*Can be used as COMBINED with RECOMMENDATION activity for Nasmullin (see page 13 for an explanation of these categories).


CONT/NASM/PM/1 of 3

The Nasmullin Product Development Project Type of Activity CONTINGENCY and COMBINED*




Description •

This is an interruptions simulation. Participants are the management team of a multinational company and have responsibility for managing a project remotely, on which they have to deal with a number of incidents.

•


•

Individual version: Participants work individually, recording their decisions in a log. In this case, it is useful to have an assessor discuss the decisions with each participant afterward.



•


•




CONT/NASM/PM/2 of 3



Materials If this is run as a COMBINED simulation, participants should be given their folders containing previously distributed briefs plus their working papers. If this is run as a stand-alone simulation, each participant needs a folder labeled with activity and participant codes containing: • • • • • • • • •

General Brief RECO/NASM/PB1 Potential Products RECO/NASM/PB2—select one to use Project Team Members RECO/NASM/PB3 Project Managers RECO/NASM/PB4 Ralinstria Background Briefing RECO/NASM/PB5 Project Cost Estimates RECO/NASM/PB6 Project Planning PLAN/NASM/PB2 Planning Parameters PLAN/NASM/PB2 Critical Path CONT/NASM/PB3/2 pages


Managing the Project: General Brief CONT/NASM/PB2 Managing the Project: Decision Log (group or individual) CONT/NASM/DL/7 pages Managing the Project: Events CONT/NASM/EV/21 pages

Separately: •



Project Costs Summary NASM/AB1 Project Data Lists NASM/AB2/4 pages Project Events Listing NASM/AB3/2 pages


CONT/NASM/PM/3 of 3

Instructions •


•


•


•

At the start of the activity, distribute the General Brief (CONT/NASM/PB1) and explain that the project is about to start.

•

Then distribute the Decision Logs (CONT/NASM/DL) and explain how to complete them.

•

Finally distribute the Files of Event Briefs (CONT/NASM/EV), pointing out that they are not to open these Event Files until you say so.

•


•

Run the activity.

•


•


•


Optional Extras/Associated Activities This activity can be run without time pressures. It will then become an individual In-Tray simulation or a cooperative group discussion.

*Can be used as COMBINED with RECOMMENDATION activity for Nasmullin PLANNING activity for Nasmullin (see page 13 for an explanation of these categories).


Program Management Notes: The Town of Valleys Merger • • •


RECO/VALL/PM/1 of 3

The Town of Valleys Merger Type of Activity RECOMMENDATION and COMBINED*

Title The Town of Valleys Merger



Description A group discussion in which participants represent different departments within a recently merged village and have to agree on the staffing for a change management project team, and how to justify their choices. To inject additional potential for conflict, briefs can be used that relate to participants being merged from two different villages.



•


•





RECO/VALL/PM/2 of 3

Materials A folder labeled with activity and participant codes containing: Participant Briefs: • • • •

Rivers to Valleys: General Brief RECO/VALL/PB1 (Note: Option to issue to half of the participants with Vale to Valleys: General Brief RECO/VALL/PB1) Departmental Briefs RECO/VALL/PB2 (Note: Different version of this is needed for each participant) Departmental CVs RECO/VALL/PB3 (Note: Different version of this is needed for each participant, to match Departmental Brief) Departmental Budgets RECO/VALL/PB4 (Note: Different version of this is needed for each participant, to match Departmental Brief)


Project Team Membership Decision RECO/VALL/PB5

Separately: •



Summary of Proposed Budgets */VALL/AB1/2 pages Department Staff Numbers & Cost Summary */VALL/AB2/2 pages

Instructions •


•

Point out how many members there will be in the project team—brief says two fewer than the number of departments (i.e., participants).

•


•


•

To start the meeting, distribute Project Decision Brief (RECO/VALL/PB5).

•


•


•


•



RECO/VALL/PM/3 of 3


*Can be used as COMBINED with PLANNING activity for Valleys (see page 13 for an explanation of these categories).


PLAN/VALL/PM/1 of 3

The Town of Valleys Merger Type of Activity PLANNING and COMBINED*




Description A group discussion, or individual activity, in which participants have to plan how to manage a project team that will be handling change management projects



•


•


•




PLAN/VALL/PM/2 of 3


Materials If this is run as a COMBINED simulation, the participants should be given their folders containing previously distributed briefs plus their working papers. If this is run as a stand-alone simulation, each participant needs a folder labeled with activity and participant codes containing: • • •

•

Rivers to Valleys General Brief RECO/VALL/PB1 Valleys Departmental Briefs RECO/VALL/PB2—include all of these 8 pages Valleys Departmental CVs RECO/VALL/PB3—select the appropriate number of these to use (2 fewer than the number of participants in groups, or 6 if running as an individual task) Departmental Budgets RECO/VALL/PB4—include all of these 8 pages


Project Planning PLAN/VALL/PB1 Planning Parameters PLAN/NASM/PB2/2 pages

Separately: •



Summary of Proposed Budgets */VALL/AB1/2 pages Department Staff Numbers & Cost summary */VALL/AB2/2 pages

Instructions •


•


•



PLAN/VALL/PM/3 of 3

•


•

To start the meeting, distribute Project Planning (PLAN/VALL/PB1).

•


•


•


•



*Can be used as COMBINED with RECOMMENDATION activity for Valleys; CONTINGENCY activity for Valleys (see page 13 for an explanation of these categories).


CONT/VALL/PM/1 of 3

The Town of Valleys Merger Type of Activity CONTINGENCY and COMBINED*




Description •

This is an interruptions simulation. Participants are managers within a village and have responsibility for remotely managing a project team handling a premises move followed by various change management initiatives.

•


•




•


•


Note: Timings should average 3 to 4 minutes per incident—the faster the activity is run, the more difficult it becomes. You may need to judge the speed by watching to see how quickly participants finish discussing incidents or writing in the logs. Aim to move on at the point that most participants have finished: do not wait for the slowest person.


CONT/VALL/PM/2 of 3



Materials If this is run as a COMBINED simulation, participants should be given their folders containing previously distributed briefs plus their working papers. If this is run as a stand-alone simulation, each participant needs a folder labeled with activity and participant codes containing: • • • • •

Rivers to Valleys General Brief RECO/VALL/PB1 Departmental Briefs RECO/VALL/PB3—include all of these 8 pages Departmental CVs RECO/VALL/PB4—select appropriate number of these to use (2 fewer than number of participants in group, or 6 if running as individual task) Departmental Budgets RECO/VALL/PB5—include all of these 8 pages Project Planning PLAN/VALL/PB7


Managing the Project Team: General Brief CONT/VALL/PB1 Managing the Project Team: Decision Log (group or individual) CONT/VALL/DL/7 pages Managing the Project Team: Events CONT/VALL/EV/25 pages

Separately: •



Summary of Proposed Budgets */VALL/AB1/2 pages Department Staff Numbers & Cost Summary */VALL/AB2/2 pages Project Events Listing */VALL/AB3/3 pages


CONT/VALL/PM/3 of 3

Instructions •


•


•


•

At the start of the activity, distribute the General Brief (CONT/VALL/PB1) and explain that the project is about to start.

•

Then distribute the Decision Logs (CONT/VALL/DL) and explain how to complete them.

•

Finally distribute the Files of Event Briefs (CONT/VALL/EV), pointing out that they are not to open these Event Files until you say so.

•

Explain that you will be announcing the Event Numbers and they can only turn the pages as far as the number you have given. They may refer to earlier events at any time but are not to move ahead of the number called. (You may want to have large cards to display the last number called.)

•

Run the activity.

•


•


•



*Can be used as COMBINED with RECOMMENDATION activity for Valleys; PLANNING activity for Valleys (see page 13 for an explanation of these categories).


Program Management Notes: The Brabent Hospital Merger • • •


RECO/BRAB/PM/1 of 3

The Brabent Hospital Merger Type of Activity RECOMMENDATION and COMBINED*

Title The Brabent Hospital Merger


Number of Participants Up to seven

Description A group discussion in which participants represent different departments within two recently merged hospitals and have to agree on the staffing for a change management project team, and how to justify their choices. To inject additional potential for conflict, briefs can be used that relate to participants being merged from two different hospitals.



•


•





RECO/BRAB/PM/2 of 3

Materials A folder labeled with activity and participant codes containing: Participant Briefs: • • • •

Heidigger to Brabent General Brief RECO/BRAB/PB1 (Note: Option to issue half participants with Mayflower to Brabent General Brief RECO/BRAB/PB1) Departmental Briefs RECO/BRAB/PB2 (Note: A different version of this is needed for each participant) Departmental CVs RECO/BRAB/PB3 (Note: A different version of this is needed for each participant to match Departmental Brief) Departmental Budgets RECO/BRAB/PB4 (Note: A different version of this is needed for each participant to match Departmental Brief)


Project Decision RECO/BRAB/PB5

Separately: •



Summary of Proposed Budgets */BRAB/AB1/2 pages Department Staff Numbers & Cost Summary */BRAB/AB2/2 pages

Instructions •


•

Point out how many members there will be in the project team—brief says two fewer than the number of departments (i.e., participants).

•


•


•

To start the meeting, distribute Project Decision Brief (RECO/BRAB/PB5).

•


•


•


•



RECO/BRAB/PM/3 of 3


*Can be used as COMBINED with PLANNING activity for Brabent; CONTINGENCY activity for Brabent (see page 13 for an explanation of these categories).


PLAN/BRAB/PM/1 of 3

The Brabent Hospital Merger Type of Activity PLANNING and COMBINED*




Description A group discussion, or individual activity, in which participants have to plan how to manage a project team that will be handling change management projects



•


•


•




PLAN/BRAB/PM/2 of 3


Materials If this is run as a COMBINED simulation, the participants should be given their folders containing previously distributed briefs plus their working papers. If this is run as a stand-alone simulation, each participant needs a folder labeled with activity and participant codes containing: • • • •

Heidigger to Brabent General Brief RECO/BRAB/PB1 Departmental Briefs RECO/BRAB/PB2—include all of these 7 pages Departmental CVs RECO/BRAB/PB3—select appropriate number of these to use (2 fewer than the number of participants in groups, or 6 if running as an individual task) Departmental Budgets RECO/BRAB/PB4—include all of these 7 pages

Separately, for distribution at the start of the meeting (not required for individual activity): •

Project Planning PLAN/BRAB/PB1

Separately: •



Summary of Proposed Budgets */BRAB/AB1/2 pages Department Staff Numbers & Cost summary */BRAB/AB2/2 pages

Instructions •


•


•


•

Collect the folders if the meeting does not follow immediately in which case you should return them to the participants when the meeting starts.


PLAN/BRAB/PM/3 of 3

•

To start the meeting, distribute Project Planning (PLAN/BRAB/PB1).

•


•


•


•



*Can be used as COMBINED with RECOMMENDATION activity for Brabent; PLANNING activity for Brabent (see page 13 for an explanation of these categories).


CONT/BRAB/PM/1 of 3

The Brabent Hospital Merger Type of Activity CONTINGENCY and COMBINED*




Description •

This is an interruptions simulation. Participants are managers within a hospital and have responsibility for remote managing a project team handling a premises move followed by various change management initiatives.

•


•




•


•




CONT/BRAB/PM/2 of 3



Materials If this is run as a COMBINED simulation, participants should be given their folders containing previously distributed briefs plus their working papers. If this is run as a stand-alone simulation, each participant needs a folder labeled with activity and participant codes containing: • • • • •

Heidigger to Brabent General Brief RECO/BRAB/PB1 Departmental Briefs RECO/BRAB/PB2—include all of these 7 pages Departmental CVs RECO/BRAB/PB3—select appropriate number of these to use (2 fewer than the number of participants in groups, or 6 if running as an individual task) Departmental Budgets RECO/BRAB/PB4—include all of these 7 pages Project Planning PLAN/BRAB/PB1


Managing the Project Team: General Brief CONT/BRAB/PB1 Managing the Project Team: Decision Log (group or individual) CONT/BRAB/DL/7 pages Managing the Project Team: Events CONT/BRAB/EV/25 pages

Separately: •



Summary of Proposed Budgets */BRAB/AB1/2 pages Department Staff Numbers & Cost Summary */BRAB/AB2/2 pages Project Events Listing */BRAB/AB3/3 pages


CONT/BRAB/PM/3 of 3

Instructions •


•


•


•

At the start of the activity, distribute the General Brief (CONT/BRAB/PB1) and explain that the project is about to start.

•

Then distribute the Decision Logs (CONT/BRAB/DL) and explain how to complete them.

•

Finally distribute the Files of Event Briefs (CONT/BRAB/EV), pointing out that they are not to open these Event Files until you say so.

•


•

Run the activity.

•


•


•



*Can be used as COMBINED with RECOMMENDATION activity for Brabent; PLANNING activity for Brabent (see page 13 for an explanation of these categories).


Assessor Guidelines • • • • • • • •

Management Factors: RECOMMENDATION Management Factors: PLANNING Management Factors: CONTINGENCY (Group) Management Factors: CONTINGENCY (Individual) Professional Factors: RECOMMENDATION Professional Factors: PLANNING Professional Factors: CONTINGENCY (Group) Professional Factors: CONTINGENCY (Individual)

RECO/*/AG/1 of 2

Assessor Guidelines: Management Factors— RECOMMENDATION Factor A.

Responds positively to change, whether of people, procedures, tasks, constraints, or objectives Initiates change; seeks change as opportunity

B.

Expects and accepts responsibility for self, others, the organization, the environment Decisive, in the driving seat; manages proactively for the greater good of the community

C.

Behaves confidently, in command of self and situation Exercises power and influence

D.

Diagnoses, collects, and analyzes information; looks for links, develops new constructs, intellectually manages complexity and ambiguity

Evidence

Rating

Responsive to group environment, time pressure, being asked to deal with fictitious context and broader range of issues than normal Copes with pressures from rest of group, remembers own brief; responds to conflictual nature of activity Prepared to make decisions without any more information being available Prepared to give way on own brief if that seems best for the organization Prepared to argue for own brief Behaves confidently during discussions Tries to influence others, responds well to challenges Prepared before the meeting, understood the content of the brief Sought more information from the rest of the group Comments show understanding of the discussions and how different views relate

E.

Shows interest in perspectives of others; can combine and contrast different disciplines Understands own part in the total; sees the whole picture

Interested in the nature of the simulation Interested in the content of the brief Interested in the views and suggestions of others in the group Offers own views on a range of aspects

(continued)


RECO/*/AG/2 of 2

Factor F.

Evidence

Looks ahead, predicts, forecasts

Recognizes implications for the future

Prepares, plans, recognizes, and acts in advance of obstacles

Highlights potential opportunities and problems

Reads the environment

Sees advantages and disadvantages of various options

Rating

Suggests plans, considers how to implement decisions made G.

Recognizes the worth of others, respects their contributions, empowers people Spends time on relationships Empathizes

H.

I.

Recognizes the need to communicate and does so consistently

Treats other participants with respect Takes into account the people affected by the brief Emphasizes the “personnel” issues related to the brief Makes own views known to the group

Shares the vision

Explains reasoning, listens to others, asks questions

Puts efforts into making contact, formally and informally

Suggests actions related to communicating with people affected by the brief

Monitors own performance and impact on others

Reacts openly to challenges from others in the group

Open and honest, uses feedback to learn

Is open in Participant Report about own behavior

Self-aware and self-analytical


PLAN/*/AG/1 of 2

Assessor Guidelines: Management Factors— PLANNING Factor A.


B.

Expects and accepts responsibility for self, others, the organization, the environment Decisive, in the driving seat; manages proactively for the greater good of the community

C.


D.


Evidence

Rating

Responsive to group environment, amount of information to be processed, time pressure, being asked to deal with fictitious context, and broader range of issues than normal Prepared to make decisions without any more information being available Prepared to create plans, etc., on basis of what is known or can be assumed Prepared to argue for own views on the plan Behaves confidently during discussions Tries to influence others; responds well to challenges Prepared before the meeting, understood the content of the brief Sought more information from the rest of the group Comments show understanding of the discussions and how different views relate

E.

Shows interest in perspectives of others; can combine and contrast different disciplines Understands own part in the total; sees the whole picture

Interested in the nature of the simulation Interested in the content of the brief Interested in the views and suggestions of others in the group Offers own views on a range of aspects

(continued)


PLAN/*/AG/2 of 2

Factor F.

Evidence







Rating

Suggests specific inputs to the plan; considers how to implement decisions made G.


H.

I.


Treats other participants with respect Takes into account the people affected by the brief Emphasizes the “personnel” issues related to the brief Makes own views known to the group

Shares the vision



Suggests actions related to communicating with people affected by the brief




Is open in Participant Report about own behavior



CONT/*/AG/1 of 2

Assessor Guidelines: Management Factors— CONTINGENCY (Group) Factor A.


B.

Expects and accepts responsibility for self, others, the organization, the environment

Evidence

Rating

Responsive to group environment and especially to time pressures Able to balance ongoing tasks and incidents Able to maintain the log Prepared to make decisions without any more information being available Makes decisions at pace to suit the exercise

Decisive, in the driving seat; manages proactively for the greater good of the community C.


D.

E.

Behaves confidently during discussions Stays confident in face of time pressures Helps to calm others


Prepared before the meeting, understood the content of the brief

Shows interest in perspectives of others; can combine and contrast different disciplines

Interested in the nature of the simulation

Understands own part in the total; sees the whole picture

Understands how the incidents relate to each other and the broader situation

Interested in the content of the brief Interested in the views and suggestions of others in the group Offers own views on a range of aspects

(continued)


CONT/*/AG/2 of 2

Factor F.

Evidence







Rating

Notes in log how to implement decisions made G.


H.


Treats other participants with respect Takes into account the people affected by the brief Emphasizes the “personnel” issues even under time pressure Makes own views known to the group

Shares the vision



Suggests actions related to communicating with people affected by the incidents Communicates well in the log

I.




Shows awareness in Participant Report of self and others



CONT/*/AG/1 of 2

Assessor Guidelines: Management Factors— CONTINGENCY (Individual) Factor A.

Responds positively to change, whether of people, procedures, tasks, constraints, or objectives

Evidence

Rating

Responsive to time pressures Able to maintain the log

Initiates change; seeks change as opportunity B.

Expects and accepts responsibility for self, others, the organization, the environment

Prepared to make decisions without any more information being available Makes decisions at pace to suit the exercise

Decisive, in the driving seat; manages proactively for the greater good of the community C.


Comments recorded in log give appearance of being confident and on top of the situation How do they behave during interview with assessor?

D.

E.


Prepared before the meeting, understood the content of the brief

Shows interest in perspectives of others; can combine and contrast different disciplines

Pays attention to all aspects of the situation

Comments in log or in interview show they understand how the incidents relate to each other and the broader situation

Understands own part in the total; sees the whole picture

(continued)


CONT/*/AG/2 of 2

Factor F.

Evidence







Rating

Notes in log how to implement decisions made G.

Recognizes the worth of others, respects their contributions, empowers people Spends time on relationships

H.

Takes into the account the people affected by the brief Remembers the “personnel” issues even under time pressure

Empathizes

Delegates in ways that empower rather than being too controlling


Communicates well in the log Explains reasoning in the log

Shares the vision Puts efforts into making contact, formally and informally I.


Shows awareness in Participant Report of self and others


Open during interview with assessor



RECO/*/AG/1 of 2

Assessor Guidelines: Professional Factors— RECOMMENDATION Factor

Evidence

Processing written information

Check how much is absorbed from the brief (a) through what they say in meeting, (b) from the notes they make while preparing.

Verbal communication skills

How much do they say in the meeting?

Rating

How easy are they to understand? Do they structure their points, give summaries, ask questions, listen to others? Networking

Do they work with others in the meeting to generate a recommendation? Do they consider who else should be involved or consulted?

Looking ahead

What do they say about the future of the organization or the project? Do they identify future opportunities or problems? What plans do they suggest?

Coordinating

Do their suggestions include plans for implementation? Do they propose any follow-up activities? What do they say about monitoring and coordinating?

People skills

Do they get on with others in the meeting? What do they say about the people affected by the situation in the brief?

(continued)


RECO/*/AG/2 of 2

Factor Time management

Evidence

Rating

Was their preparation finished on time? Did they act to help the meeting finish on time? Do they suggest any priorities or deadlines related to the brief?

Influencing skills

How do they influence the others in the meeting? Do they get into conflict or stay cooperative? Do they suggest ways that people mentioned in the brief might need to be influenced or persuaded?

Business perspective

Do they recognize key business issues? Do they take a broad view of the situation?


PLAN/*/AG/1 of 2

Assessor Guidelines: Professional Factors— PLANNING Factor

Evidence


Check how much is absorbed from the brief (a) through what they say in meeting, (b) from the notes they make while preparing.


How much do they say in the meeting?

Rating

How easy are they to understand? Do they structure their points, give summaries, ask questions, listen to others? Networking

Do they work with others in the meeting to generate a plan? Do they consider who else should be involved or consulted?

Looking ahead

What do they say about the future of the organization or the project? Do they identify future opportunities or problems? What specific aspects of the plan do they suggest?

Coordinating

Do their suggestions include plans for implementation? Do they propose any follow-up activities? What do they say about monitoring and coordinating?

People skills

Do they get on with others in the meeting? What do they say about the people affected by the situation in the brief?

(continued)


PLAN/*/AG/2 of 2


Evidence

Rating

Was their preparation finished on time? Did they act to help the meeting finish on time? Do they suggest any priorities or deadlines related to the brief?

Influencing skills

How do they influence the others in the meeting? Do they get into conflict or stay cooperative? Do they suggest ways that people mentioned in the brief might need to be influenced or persuaded?


Do they recognize key business issues? Do they take a broad view of the situation?


CONT/*/AG/1 of 2

Assessor Guidelines: Professional Factors— CONTINGENCY (Group) Factor

Evidence


Check how much they absorbed from the brief (refer to any notes made, and what they say during the discussions).


How clearly do they put their points across to others in the group?

Networking

Do they work with others in the group?

Rating

Do they check if others have relevant experience? Do they suggest networking with people inside or outside the organization in the simulation? Looking ahead

Do they anticipate problems? Do they consider the future implications of each decision?

Coordinating

How do they keep up-to-date with progress through the session? Do they know what should be happening during the project? Do they initiate actions or just respond to events?

People skills

How well do they get on with others in the group? What happens about disagreements? Do they remember they have staff working for them? How do they handle personnel issues?

(continued)


CONT/*/AG/2 of 2


Evidence

Rating

How do they deal with time pressures? Can they keep up with interruptions? Do they judge level of details possible in the allowed time?

Influencing skills

How much do they influence others in the group? Do they suggest how people within the simulated context might be influenced?


Do they remember the overall purpose of the organization and the project? How do they balance conflicting demands?


CONT/*/AG/1 of 2

Assessor Guidelines: Professional Factors— CONTINGENCY (Individual) Factor

Evidence


How much have they absorbed from the details in the brief? (Refer to any notes made, and what they say during the interview afterward with the assessor.)


How well do they explain their thinking during the interview afterward with the assessor?

Networking

Do they suggest networking with people inside or outside the organization in the simulation?

Looking ahead

Do they anticipate problems?

Rating

Do they consider the future implications of each decision? Coordinating

How do they keep up-to-date with progress through the session? Do they know what should be happening during the project? Do they initiate actions or just respond to events?

People skills

Do they remember they have staff working for them? How do they handle personnel issues?

Time management

How do they deal with time pressures? Can they cope with interruptions? Do they judge level of details possible in the allowed time?

(continued)


CONT/*/AG/2 of 2

Factor

Evidence

Influencing skills

Do they suggest how people within the simulated context might be influenced?


Do they remember the overall purpose of the organization and the project?

Rating

How do they balance conflicting demands?


Participant Reports • • •

RECOMMENDATION PLANNING CONTINGENCY

RECO/*/PR/1 of 2

RECOMMENDATION: Participant Report Participant:

Date:

1. How did you go about dealing with the information you were given at the start?

2. How did you prioritize the information and what you needed to do?

3. How did you determine what additional information to request (if you did)?


RECO/*/PR/2 of 2

4. What contribution to the discussions did you and others make?

5. What, if anything, caused problems during the meeting?

6. What, if anything, would you do differently if the meeting were to be run again?


PLAN/*/PR/1 of 2

PLANNING: Participant Report Participant:

Date:

1. How did the group handle the tasks involved in planning the project?

2. What was the process of communication like within the group?

3. What did you contribute to the activity?


PLAN/*/PR/2 of 2

4. What did others contribute?

5. How did you and other members of the group handle the information related to the project?

6. What were the most difficult aspects of the planning process?


CONT/*/PR/1 of 2

CONTINGENCY: Participant Report Participant:

Date:

1. How did the group communicate about the decisions that needed to be made?

2. How did the group deal with the time pressures?

3. How did you handle the time pressures?


CONT/*/PR/2 of 2

4. How well did the group function as a team? Note examples.

5. What contribution did you make to the way the group functioned as a team?

6. What aspect of the activity was the most challenging?


Part Two

Training Documentation

Facilitation Notes • • • •

The Dubchinzaneth Building Project The Nasmullin Product Development Project The Town of Valleys Merger The Brabent Hospital Merger

111

Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008

(continued)

Lots of information for them to absorb. They may start to share with each other without prompting. They may realize they can ask for more information.

Individual Preparation

Setting the scene

Introduction

Stage/Process

Give out documentation. Leave them to work individually or together. They need to come to grips with the information, realize they are expected to influence the others to accept their project, and plan how to do this.

Optional: Explain they will do a presentation later on in the learning process and prompt them to keep notes as they do.

Explain how a simulation is an opportunity to apply learning. Deal with any queries or concerns. Emphasize any aspects of learning you want them to focus on.

Facilitation

Note: All stages and reviews are optional

Time management Ability to handle information Planning to persuade Cost analysis (if they ask) Communication and cooperation (if they opt to make contact with each other)

Potential Learning Focus

Traveling Troubleshooters

Project Managers

US-Based Team

Potential Projects

General Brief

Participant Review 1

Simulation Briefing or Management Simulation Briefing

Documentation

Points to Note

These three are not really relevant at this point; they are given out to “overload” them.

They get different briefs—one each

Will fill these in at the end of the session to capture the learning.

Can omit reference in Simulation/Management Simulation Briefing to Participant Reviews if not intending to use these.

Facilitation Notes: The Dubchinzaneth Building Project

112


Learning review process

Put into pairs or small groups—not the same groups as for the next stage. Brief them to compare how they tackled the preparation and what they have learned.

Hint that more information may be available on request, but that you don’t want to overload them. Prompt them to keep information to use for the final review.

Individual Preparation (continued)

Optional Review

Facilitation

Stage/Process

Self-awareness

Self-awareness


Tutor use only, so you can check their calculations if necessary.

Project Cost Summary


Remind them to complete this while they can remember what they did.

Tutor use only, details for each project.

Given only if they ask. Will allow them to calculate costs per project, plus tells them what the budget is.

Project Cost Estimates

Project Data Lists

Not given until they ask, but is very relevant, so prompt if necessary.

Points to Note

Background Briefing

Documentation

113


As a team, they have to decide which project to adopt. There is extra in the budget so they could combine or extend in some way. Opportunity to observe how cooperative they are (or not!).

Team Meeting to Choose the Project

Stage/Process

Tell them that they will now work as a team to share their ideas and make a group decision on what project to adopt. Give out additional brief(s) and remind them to use information they already have. Hint that more information may be available in response to specific requests. Tell them how long they have and/or stop them when the appropriate time is reached.

Prompt them to keep information to use for the final review.

Facilitation

Self-awareness Group process awareness

Teamwork Decision making Influencing and persuading Communication skills Information handling and analysis Cost analysis Time management



Traveling Troubleshooters

Project Managers

US-Based Team


Project Decision


Documentation

Remind them to complete, especially if they are not going to review until later.

Already given out—may need to remind them that these will now be relevant.

If not already asked for.

Will fill these in at end of session to capture the learning.

Points to Note

114


Different project allocated to them.

Optional Intervention


Optional Review

Stage/Process

You can decide whether to insist they now change to another project. If so, explain that “senior management” has received information that has led them to conclude that Project XYZ (your choice) must now take precedence.

To capture learning because group process may have been “interesting”—and is likely to change for next part. Can be done in the group that has just worked together or in pairs formed from across the groups. Tell them to review how the meeting went, what they contributed, etc., and what they have learned.

Facilitation

Response to change Handling stress Flexibility/adaptability


Potential Learning Focus Documentation

Points to Note

115


As a team, they must now plan how they will run the selected project. Lots to do, so they need to delegate tasks, including calculations, scheduling, choosing appropriate staff, budgeting.

Planning Meeting

Stage/Process

Tell them that they will continue working as a team in order to plan running the selected project. Give out additional brief(s) and remind them to use information they already have. Hint that more information may be available in response to specific requests. Tell them how long they have and/or stop them when the appropriate time is reached.


Facilitation

Planning Staffing Teamwork Decision making Influencing and persuading Communication skills Time management


List of factors is deliberately not in sequence. Can wait until they ask for more information.

Tutor use only at this stage; shows how project might run. Can be given out later if they fail to plan adequately. Remind them to complete.

Planning Parameters

Critical Path



Points to Note

Project Planning


Documentation

116


Groups present their plans, compare with others’ plans, and possibly improve their own plans.

Optional Presentation of Plans


Optional Review

Stage/Process

If you want more presentation practice, have groups present their plans. Give them time to prepare. Brief others to act as audience as if they were senior managers. Facilitate questions and feedback after each presentation.

To capture learning because group process may have been quite different from how it was when making a choice of project. Can be done in the group that has just worked together or in pairs formed from across the groups. Brief them to review how the meeting went, what they contributed, etc., and what they have learned.

Facilitation

Planning Presentation skills Giving and receiving feedback



Points to Note

117


Group run the project from a distance and have to deal with various problems that arise.

Running the Project

Stage/Process

Encourage them to stop and reflect after pressure of activity.

Remind them to complete.

This is tutor copy with all events in a list for easy reference.

Building and Commissioning the Project: Events Listing Participant Review 4

No looking at this until you tell them. No looking ahead of number you call out. You do not have to use all the events; you can tell them to skip to the final event when you want to finish.

Check that they keep notes of their decisions.

Building and Commissioning the Project: Decision Log Building and Commissioning the Project: Events

Explain how this part will work.

Building and Commissioning the Project: General Brief

Only if they have failed to prepare an adequate plan.


Points to Note

Give out documentation with explanation. They need to discuss/ agree what actions for each event. Keep up the pace so they are stressed enough. Remind them it is also supposed to be fun!


Documentation

Critical Path

Handling uncertainty Planning (do their plans work?) Decision making Time management Response to stress Teamwork


If used, need to allow time for them to become familiar with it.


Facilitation

118


Individuals pull out learning from overall process.

Optional Final Review Can be done working alone, in pairs, or small or large groups. Brief them to review the set of Participant Reviews, identify the themes of their learning, and plan appropriate development activities.

If you want more presentation practice, have individuals or groups do presentations on what happened during the project. Give them time to prepare. Brief others to act as audience as if they were senior managers. Facilitate questions and feedback after each presentation.

Optional Presentation—Project Management

Individuals or groups do presentations of what happened while the project was running, what decisions they made, and the results.

Facilitation

Stage/Process

Self-awareness Group process awareness Giving and receiving feedback Other relevant skills they have been learning



Points to Note

119


Individuals or groups make presentations that review their learning.

Optional Final Presentation

Stage/Process Brief participants to prepare and present an overview of their learning. Give them time to prepare, perhaps using the optional final review described above. Brief others to act as audience as if they were senior managers. Facilitate questions and feedback after each presentation.

Facilitation Self-awareness Group process awareness Giving and receiving feedback Other relevant skills they have been learning


Points to Note

121


(continued)



Setting the scene

Introduction

Stage/Process



Explain how a simulation is an opportunity to apply learning Deal with any queries or concerns Emphasize any aspects of learning you want them to focus on.

Facilitation




Project Managers

Project Team Members

Project Briefs

General Brief



Documentation

These two are not really relevant at this point; they are given out to “overload” them.

They get different briefs—one each.



Points to Note

Facilitation Notes: The Nasmullin Product Development Project

122




Hint that more information may be available on request, but that you don’t want to overload them. Prompt them to keep information to use for the final review.


Optional Review

Facilitation

Stage/Process

Self-awareness

Self-awareness


Tutor use only, so you can check their calculations if necessary.

Project Cost Summary



Tutor use only, details for each project.

Given only if they ask. Will allow them to calculate costs per project, plus tells them what the budget is.


Project Data Lists

Not given until they ask, but is very relevant, so prompt if necessary.

Points to Note

Ralinstria Background Briefing

Documentation

123


As a team, they have to decide which project to adopt. There is extra in the budget so they could combine or extend in some way. Opportunity to observe how cooperative they are (or not!).

Team Meeting to Choose the Project

Stage/Process

Tell them that they will now work as a team to share their ideas and make a group decision on what project to adopt. Give out additional brief(s) and remind them to use information they already have. Hint that more information may be available in response to specific requests. Tell them how long they have and/or stop them when the appropriate time is reached.


Facilitation


Teamwork Decision-making Influencing and persuading Communication skills Information handling and analysis Cost analysis Time management



Project Managers

Project Team Members


Project Decision


Documentation


Already given out—may need to remind them that these will now be relevant.

If not already asked for.


Points to Note

124


Different project allocated to them.

Optional Intervention


Optional Review

Stage/Process

You can decide whether to insist they now change to another project. If so, explain that “senior management” has received information that has led them to conclude that Project XYZ (your choice) must now take precedence.

To capture learning because group process may have been “interesting”—and is likely to change for next part. Can be done in the group that has just worked together or in pairs formed from across the groups. Tell them to review how the meeting went, what they contributed, etc., and what they have learned.

Facilitation

Response to change Handling stress Flexibility/adaptability



Points to Note

125


As a team, they must now plan how they will run the selected project. Lots to do, so they need to delegate tasks, including calculations, scheduling, choosing appropriate staff, budgeting.

Planning Meeting

Stage/Process

Tell them that they will continue working as a team in order to plan running the selected project. Give out additional brief(s) and remind them to use information they already have. Hint that more information may be available in response to specific requests. Tell them how long they have and/or stop them when the appropriate time is reached.


Facilitation

Planning Staffing Teamwork Decision making Influencing and persuading Communication skills Time management


List of factors is deliberately not in sequence. Can wait until they ask for more information.

Tutor use only at this stage; shows how project might run. Can be given out later if they fail to plan adequately. Remind them to complete.

Planning Parameters

Critical Path



Points to Note

Project Planning


Documentation

126





Optional Review

Stage/Process



Facilitation




Points to Note

127



Running the Project

Stage/Process




Managing the Project: Events Listing




Managing the Project: Decision Log

Managing the Project: Events


Managing the Project: General Brief



Points to Note



Documentation

Critical Path





Facilitation

128



Optional Final Review Can be done working alone, in pairs, or small or large groups. Brief them to review the set of Participant Reviews, identify the themes of their learning, and plan appropriate development activities.




Facilitation

Stage/Process




Points to Note

129







Points to Note

131


(continued)



Setting the scene

Introduction

Stage/Process




Facilitation




Vale to Valleys General Brief

Rivers to Valleys General Brief



Documentation

Facilitation Notes: The Town of Valleys Merger

They get one or the other, depending on how you want to run the activity (1 group Rivers, 1 group Village of Vale or each group half Village of Vale, half Village of Rivers).



Points to Note

132


(continued)


Stage/Process Prompt them to keep information to use for the final review.

Facilitation


Summary of Proposed Budgets

Departmental Budgets

Departmental CVs

Departmental Briefs

Documentation

Can be given if they ask, to save time; is summary listing of all department budgets as one document (i.e., same as they have individually but put into table); also includes extra information about service fees and projects and will allow them to calculate costs per project.

They get different briefs—one each. You may want to state number for project team; brief says 2 fewer than number of departments in case you do not have 8 participants (i.e., can’t put 6 because if only 6 participants, they simply agree one place each). Budgets not really necessary at this point (and not complete); given out to “overload” them.

Points to Note

133


(continued)

As a team, they have to decide which members to have on the project team.

Team Meeting to Choose Project


Optional Review

Individual Preparation (concluded)

Stage/Process



Facilitation

Self-awareness

Self-awareness




Department Staff Numbers and Costs Summary

Documentation



Tutor use only, so you can easily see staff numbers and other costs (equivalent of working papers to produce budgets).

Points to Note

134


They then have to plan how to notify all staff about the rationale for their choices. Opportunity to observe how cooperative they are (or not!). Also to see how much they think like leaders who need to “take the staff with them” in the way they announce their decisions.

Team Meeting to Choose Project (continued)

Stage/Process Brief them that they will now work as a team and make a group decision on who to have on the project team. Give out additional brief and remind them to use information they already have. Tell them how long they have and/or stop them when appropriate time is reached.

Facilitation


Teamwork Leadership Decision making Influencing and persuading Communication skills Information handling and analysis Cost analysis/budgeting Time management



Project Team Membership Decision


Documentation


If not already asked for or drawn up by group, you could give this out now if you want to prompt them to pay more attention to budgets.

Points to Note

135



Optional Review

Stage/Process To capture learning because group process may have been “interesting”—and is likely to change for next part. Can be done in the group that has just worked together or in pairs formed from across the groups. Tell them to review how the meeting went, what they contributed, etc., and what they have learned.

Facilitation Self-awareness Group process awareness


Points to Note

136


As a team, they need to discuss how they will manage the project team; consider leadership issues; think about how teams function.

Planning Meeting

Stage/Process

Tell them that they will continue working as a team in order to plan how to manage the project team. Give out additional brief(s) and remind them to use information they already have. Tell them how long they have and/or stop them when the appropriate time is reached.


Facilitation

Planning Teamwork Leadership Delegation Decision making Influencing and persuading Communication skills Time management



Project Planning


Documentation



Points to Note

137





Optional Review

Stage/Process



Facilitation




Points to Note

138



Running the Project

Stage/Process














Points to Note



Documentation

Critical Path





Facilitation

139



Optional Final Review



Stage/Process

Can be done working alone, in pairs, or small or large groups. Brief them to review the set of Participant Reviews, identify the themes of their learning, and plan appropriate development activities.


Facilitation




Points to Note

140







Points to Note

141


(continued)



Setting the scene

Introduction

Stage/Process




Facilitation




Mayflower to Brabent General Brief

Heidigger to Brabent General Brief



Documentation

Facilitation Notes: The Brabent Hospital Merger

They get one or the other, depending on how you want to run the activity (one group Village of Mayflower or each group half Village of Mayflower, half Village of Heidigger).



Points to Note

142


(continued)


Stage/Process Prompt them to keep information to use for the final review.

Facilitation



Departmental Budgets

Departmental CVs

Departmental Briefs

Documentation

Can be given if they ask, to save time; is summary listing of all department budgets as one document (i.e., same as they have individually but put into table); also includes extra information about service fees and projects and will allow them to calculate costs per project.

They get different briefs—one each. You may want to state number for project team; brief says 2 fewer than number of departments in case you do not have 8 participants (i.e., can’t put 6 because if only 6 participants they simply agree one place each). Budgets are not really necessary at this point (and not complete); they are given out to “overload” them.

Points to Note

143


(continued)

As a team, they have to decide which members to have on the project team.

Team Meeting to Choose Project


Optional Review

Individual Preparation (concluded)

Stage/Process



Facilitation

Self-awareness

Self-awareness




Department Staff Numbers and Costs Summary

Documentation



Tutor use only, so you can easily see staff numbers and other costs (equivalent of working papers to produce budgets).

Points to Note

144


They then have to plan how to notify all staff about the rationale for their choices. Opportunity to observe how cooperative they are (or not!). Also to see how much they think like leaders who need to “take the staff with them” in the way they announce their decisions.

Team Meeting to Choose Project (continued)

Stage/Process Brief them that they will now work as a team and make a group decision on who to have on the project team. Give out additional brief(s) and remind them to use information they already have. Tell them how long they have and/or stop them when appropriate time is reached.

Facilitation


Teamwork Leadership Decision making Influencing and persuading Communication skills Information handling and analysis Cost analysis/budgeting Time management



Project Team Membership Decision


Documentation


If not already asked for or drawn up by group, you could give this out now if you want to prompt them to pay more attention to budgets.

Points to Note

145



Optional Review

Stage/Process To capture learning because group process may have been “interesting”—and is likely to change for next part. Can be done in the group that has just worked together or in pairs formed from across the groups. Tell them to review how the meeting went, what they contributed, etc., and what they have learned.

Facilitation Self-awareness Group process awareness


Points to Note

146


As a team, they need to discuss how they will manage the project team; consider leadership issues; think about how teams function.

Planning Meeting

Stage/Process

Tell them that they will continue working as a team in order to plan how to manage the project team. Give out additional brief(s) and remind them to use information they already have. Tell them how long they have and/or stop them when the appropriate time is reached.


Facilitation

Planning Teamwork Leadership Delegation Decision making Influencing and persuading Communication skills Time management



Project Planning


Documentation



Points to Note

147





Optional Review

Stage/Process



Facilitation




Points to Note

148


Group runs the project from a distance and has to deal with various problems that arise.

Running the Project

Stage/Process














Points to Note



Documentation

Critical Path





Facilitation

149



Optional Final Review



Stage/Process

Can be done working alone, in pairs, or small or large groups. Brief them to review the set of Participant Reviews, identify the themes of their learning, and plan appropriate development activities.


Facilitation




Points to Note

150







Points to Note

Simulation Briefings •

Team Simulation Briefing The simulation briefing is designed for use with team members

•

Management Simulation Briefing The management simulation briefing is designed for use with managers and team leaders

Team Simulation Briefing You are about to engage in a simulation so that you can apply the learning from the program to realistic issues and events. The simulation has been deliberately designed to be in a different context to your normal work. This is so that you can focus on skills without the distorting influence of job knowledge (or lack of it!). A simulation puts everyone on the same basis. Although it may seem a bit strange at first, you will soon find that the simulation will require you to use the same competencies that are required of you at work.

Reviews At the end of each working session, you will be given a Simulation Review Sheet. Please spend a few minutes completing it while events are fresh in your mind. This is an integral part of the process as it will prompt you to identify the key learning points from each simulation session. The sheets will also be very useful as you prepare to make the final presentation on how your team performed. They form a series so that you will be prompted to recall events from the early stages rather than focusing only on what happens near the end of the simulation.

Presentation At the end of the program, your group will make a presentation based on the simulation. The goal of doing the presentation is to maximize the learning for all involved. The objectives are that you will •

raise your awareness of your level and style of participation in groups;

•

become more conscious of group processes and how these relate to the task at hand;

•

consolidate the learning from the simulation and the training sessions.

You should include both process and content aspects in the presentation.


Management Simulation Briefing You are about to engage in a simulation so that you can apply the learning from the program to realistic issues and events. The simulation has been deliberately designed to be in a different context to your normal work. This is so that you can focus on skills without the distorting influence of job knowledge (or lack of it!). A simulation puts everyone on the same basis. Although it may seem a bit strange at first, you will soon find that the simulation will require you to use the same competencies that are required of you at work.

Reviews At the end of each working session, you will be given a Simulation Review Sheet. Please spend a few minutes completing it while events are fresh in your mind. This is an integral part of the process as it will prompt you to identify the key learning points from each simulation session. The sheets will also be very useful as you prepare to make the final presentation on how your team performed. They form a series so that you will be prompted to recall events from the early stages rather than focusing only on what happens near the end of the simulation.

Presentation At the end of the program, your group will make a presentation based on the simulation. The goal of doing the presentation is to maximize the learning for all involved. The objectives are that you will •

raise your awareness of your level and style of leadership;

•

become more conscious of group processes and how awareness of these can help you create and lead effective teams;

•

consolidate the learning from the simulation and the training sessions.

You should include both process and content aspects in the presentation.


Simulation Reviews •

Team Simulation Reviews

•

Management Simulation Reviews

Team Simulation Review 1 Name:

Date:





4. What action, if any, did you take about sharing information with others?

5. What are the most significant learning points for you from this session?

6. What do you plan to contribute to the final presentation?



Date:

1. How did the team go about tackling the task?

2. How were decisions made?

3. What contribution to the discussions did you make?


4. What contribution to the discussions did others make?





Date:

1. How did the group handle the tasks involved in planning the project?


3. What did you contribute to the activity?


4. What did others contribute?

5. How did you and other members of the group handle the information related to the project?

6. What were the most difficult aspects of the planning process?



Date:



3. How did you handle the time pressures?


4. How well did the group function as a team? Note examples.

5. What contribution did you make to the way the group functioned as a team?



Management Simulation Review 1 Name:

Date:





4. What action, if any, did you take about sharing information with others?

5. What are the most significant learning points for you from this session?

6. What do you plan to contribute to the final presentation?



Date:

1. How did the group go about choosing the project team members?

2. How was the decision made?

3. What contribution to the discussions did you make?


4. What contribution to the discussions did others make?





Date:

1. How did the group plan what you wanted the project team to do?


3. What did you and others contribute to the discussions and decision making?


4. How did the group take into account the need for the project team members to become a team?

5. How did the group handle the leadership issues involved?

6. What were the most difficult aspects of the process?



Date:



3. How did the group maintain their focus as managers and leaders?


4. How well did the group function as leaders? Note examples.

5. What contribution did you make to the way the group functioned?



Part Three

Participant and Assessor/Facilitator Briefs

The Dubchinzaneth Building Project: Participant Briefs Part 1: RECOMMENDATION and COMBINED

RECO/DUBC/PB1/1 of 1

Dubchinzaneth: General Brief You work as one of a group of management executives based in the U.S. headquarters of LTS, an international charity committed to longer-term support in the aftermath of major disasters. LTS has been in existence for 15 years, having been set up by an anonymous benefactor who provided the initial funding of $20 million. Annual expenditure is currently $87 million, and the charity is expected to raise this amount through donations. The original funding is maintain as a reserve; during the past 3 years it has been used only once when there was insufficient income to cope with a particular project. The amount was subsequently repaid into reserves as soon as more donations were received. Your group of management executives operate as a team. You “share” a number of subordinates who carry out the various functions of the charity. This unusual arrangement is a result of the following: •

The charity operates family-friendly employment policies, so employees have extremely varied patterns to their working hours. For example, some prefer to work nightshifts, several are running job-shares, some work only on weekends.

•

The 24-hour nature of disaster support and the need to be available for contact from around the world, involving different time zones as well as different religious holidays and so on, mean that people are needed at all hours.

•

The nature of LTS’s work is such that it is most appropriate to operate in multifunctional teams that are put together to suit each disaster. Although some roles, such as financial control, are required on each project, there is also a high degree of variation depending on whether provision involves support with political, social, engineering, educational, or other factors.

In addition to the US-based team, you also have a pool of “traveling troubleshooters” and another team of project managers. The former are the first to go to disaster areas and are expected to identify the ways in which LTS may provide assistance. They can also be sent out to negotiate the implementation of new projects, or to support project managers once projects are under way. You have been working closely with a traveling troubleshooter to identify a suitable form of assistance for Dubchinzaneth, a poor third-world country. Together with some other members of the HQ team, you have now decided on the best options and need to persuade other members of the management team to support this particular project. They may well have their own ideas. Attached are details of your project and some background information. Please prepare for a meeting at which the entire management team will be expected to reach a consensus on the most appropriate project.



Dubchinzaneth: Potential Project: Inter-Religious Center This proposal is for the building of a center at which the various religions would be represented. Each of the 15 religions would be allocated a room in which they would display the key elements of their faith. There would also be a communal room where visitors could sit quietly, pray, meditate, and so on. A small library of religious books would be available for on-site reference and reading. A meeting room would also be provided so that representatives of the different religions could meet to discuss common interests and, especially, ways to avert any religious clashes. Because of the nature of this building, the design will require the services of a religious expert who is also an architect. The budget for this is DZ 60,000. The proposal also includes costs of religious artifacts, shrines, etc., so that each religion will be granted the same opportunity (some are poorer than others). Costs of these are estimated at DZ 120,000. In addition, there will be an allowance for the salary of a professional mediator and three administrators/receptionists for five years. After that it is hoped that the religious groups will be able to continue funding the centers themselves. The total size of the building will be 4,100 square feet. Land, building work costs, salaries, etc., will be in accordance with normal rates in Dubchinzaneth.



Dubchinzaneth: Potential Project: Agricultural School This proposal is for the establishment of an agricultural school so that local farmers can be taught more effective agricultural practices. It is hoped that this will go some way toward counteracting the devastation caused by the typhoons. A new building would be provided to include an administrative office, three classrooms, and a teacher preparation room. Total size of the building will be 2,100 square feet. An additional 6 acres of land will be purchased so that external practical training can take place and several outdoor areas for practical activities can be provided. It is intended that finance will be provided to cover the costs of several items of heavy agricultural equipment and vehicles, up to DZ 200,000. The project also includes the salaries of a manager, 3 teachers, 3 administrators, and a maintenance engineer for 2 years. After that, the school will be expected to cover its costs by selling produce and also charging consulting fees to local farmers who should by then be re-established after the typhoons. Land, building work costs, salaries, etc., will be in accordance with normal rates in Dubchinzaneth.



Dubchinzaneth: Potential Project: Children’s School This proposal is for the building of a special school that could provide classes for three age groups: infants, juniors, and seniors. It is planned that two classes will be run for each group, so there would need to be six standard classrooms plus a science room and a craft room. There will also need to be changing rooms, a teacher’s common room, offices for the head teacher and a school secretary, and a small medical room. The total size of the building will be 6,100 square feet. The project will also cover the first year’s salaries for the head teacher, the school secretary, and six teachers, and the provision of DZ 30,000 for books and other teaching materials. After that, it is planned that the funding should be arranged locally. It is hoped that bringing the different-aged groups together in this way will allow families to coordinate travel arrangements so that older children can bring their younger siblings and cousins to school. This will greatly increase the availability of education for younger children. Land, building work costs, salaries, etc., will be in accordance with normal rates in Dubchinzaneth.



Dubchinzaneth: Potential Project: Women’s Center This proposal is for the building of a center that would house facilities for women to meet, to attend classes on a wide range of topics (e.g., budgeting, dressmaking, setting up businesses, childcare), and to obtain medical care (e.g., pre- and postnatal care, general medical, family planning, infant and toddler medical care). It is planned, therefore, to provide two classrooms, two medical rooms, two meeting rooms, and an administrative office, covering a floor area of 2,500 square feet. Equipping the medical room is expected to cost DZ 30,000. The center will also incorporate a three-bedroom apartment (with kitchen, bathroom, lounge, dining room) that would serve as a refuge for battered women and their children; this will cover an additional 1,300 square feet. Recent problems within the country have led to a significant increase in domestic violence and this center should make a contribution to improving the lives of local women and children. Because of the refuge element of the proposal, it is intended to cover the costs of three security guards for the first two years. The project will also cover salaries of a manager and an administrator, two teachers, two doctors, and two nurses for two years. After that they will be expected to raise local funding. Land, building work costs, salaries, etc., will be in accordance with normal rates in Dubchinzaneth.



Dubchinzaneth: Potential Project: Athletics Center This proposal is for the provision of a sports and athletics center for use by all ages and by amateurs and professionals. It is expected that such a facility will be able to organize competitions, race meetings, etc., and that this will contribute greatly to the sense of pride within the country. It will also be a way of bringing together different age groups and different religions. It is planned to provide a 107,600 square feet outdoor area that can be set out with a running track and areas for high jump, long jump, pole-vault, etc. A sum of DZ 20,000 needs to be set aside to cover the costs of marking out tracks, installing jumps, etc. There will also be changing rooms (male and female) plus administrative areas, a coffee shop, and a small shop selling sportswear. The total building area will be 2,100 square feet. The project will include salaries for a manager, two sports coaches, two administrative staff, and two sales staff for two years. After two years, it is intended that the center should be able to cover its costs through admission and coaching fees plus profits from sportswear and coffee shop sales. Land, building work costs, salaries, etc., will be in accordance with normal rates in Dubchinzaneth.



Dubchinzaneth: Potential Project: Youth Center This proposal is for the building of a center for young people from the age of 11 up to early 20s. The center will include a hall large enough for concerts, dances, etc., a large coffee shop, three game rooms for chess, pool, and aflab (a local game for four players), and a cyber café with 20 computers connected to the Internet. There will also be three rooms that young people can book for their own use—for meetings, birthday parties, etc.—plus an administrative office and coatrooms. The site will occupy 4,000 square feet. The proposal will include the salary of a manager, two administrators, five coffee shop staff, and four youth leaders for two years, plus funding for entertainers, musicians, etc., for the first year. After that, these events are expected to be self-funding. The budget also needs to include DZ 20,000 for games, DZ 40,000 for computers, and DZ 30,000 for entertainment. It is hoped that this center will get young people off the streets and cut the levels of delinquency. The cyber café and game rooms are expected to be a major attraction. Land, building work costs, salaries, etc., will be in accordance with normal rates in Dubchinzaneth.



Dubchinzaneth: Potential Project: Nursery School This proposal is for the provision of a nursery school. It is intended for professionals to create a caring environment for very young children who have experienced, but are not old enough to understand, the devastation of their country and the resulting negative trends within society. The building will contain three classrooms and three indoor play areas. There will also be three outdoor play areas. In addition, there will be offices for the manager and a secretary, plus changing rooms, a medical room, and a common room for the teachers. The building will require five acres of land, with another two acres for the outdoor play areas. Funding will also be provided for the manager, school secretary, a nurse, and three teachers for the first year. After that, it is anticipated that parents will be able to support the school by paying for tuition. The budget must include DZ 10,000 to equip the medical room and another DZ 10,000 for special flooring for the indoor play areas. Land, building work costs, salaries, etc., will be in accordance with normal rates in Dubchinzaneth.



Dubchinzaneth: Potential Project: Cultural Center This proposal is for the building of a center at which people of all ages and all religions can relax and seek support with problems. This support will include professional counseling as well as advice on financial problems, dealing with difficult neighbors, free legal advice, etc. There will be three community rooms, in which events can be organized such as amateur theater, concerts, etc. Three meeting rooms will be available to book for community meetings, hobby groups, etc. There will also be a library; a game room for bridge, chess, Scrabble, etc.; and two coffee shops. The total area will be 43,000 square feet. The funding will also cover the costs of the first two years for a manager, two professional counselors, two community workers, two coffee shop assistants, and three receptionists. After two years, it is expected that funding will come partly from charging for room bookings and to attend events that are run, and partly through donations. The project will also include provision of books for the library, a supply of board games, and equipment for the coffee shops. A budget of DZ 20,000 should be included for these. Land, building work costs, salaries, etc., will be in accordance with normal rates in Dubchinzaneth.



Dubchinzaneth: U.S.-Based Team Andy—29 years old, married, one child, quiet, works well but slowly and lacks confidence in his decision-making ability, which has held him back. Likes gardening and makes his own beer and wine, has been with LTS since leaving school at 18. Worked on most tasks, no special skills, but thorough knowledge of working practices of the organization. Mehanti—28 years old, single, plays a variety of sports, very outgoing, fast worker, but can be careless. Very enthusiastic and would like the opportunity of an overseas trip. Has been with the organization for 15 months and has a good grasp of the work and is able to stand back to problem solve. No languages; has an accounting background. Lizzie—48 years old, lives with partner, no children, outgoing and enjoys a challenge. Sings and dances with a local dramatic group. Not ambitious, works 9 to 5 and leaves work at work, but while there gives her all. Has been with LTS for 2 years; before that, worked in the travel industry. Has undertaken training Caroline. Caroline—22 years old, single, left college one year ago with a BA in Asian Studies, has some knowledge of Arabic (can read it). This is her first job; she is also interested in an overseas post as she spent most of her early childhood in Saudi Arabia with her parents, returning to the United States at age 12 for schooling. Prakash—42 years old, single parent with two middle-school-aged children. Has been with LTS for 6 years; previously worked in Personnel and Training as an administrator. Good knowledge of the organization; can be moody but works hard and makes few mistakes. Fred—43 years old, divorced, with a new relationship flourishing, has been with the organization for 12 years. Previously in Special Promotions where his creativity was used in suggesting lines for the catalogs, layouts, etc. Very well organized, neat, and methodical. Not a quick worker, but careful. Adalyn—28 years old, single, and although she has been with the organization since leaving school (at 18) is now feeling that life is passing her by and wants to try something new. She is actively looking for a new job. Knows the workings of the organization inside out and is very good at the public relations part of her job. Has lots of friends and goes walking regularly. She also has cocker spaniels. Camilla—23 years old, lives with parents; family very well off and she does not need to work. Likes the idea of working for a charity, but has not settled into the section very well. Has been with LTS for 5 months, replacing someone on maternity leave. Does not have any friends at work. Punctuality is a problem, as is her attendance record. Lived in China for 2 years with her parents and speaks some Mandarin and Cantonese (lived in Changcheng 4 years ago).



Dubchinzaneth: Project Managers Jenna—37 years old; has been with LTS for 14 years, speaks some Portuguese and Spanish, married, no children, enjoys cooking and sewing. Experienced the Greek earthquake of 1983; has successfully project-managed building of schools and hospitals. Seems to get along with everyone, but can sometimes be too easy going. Bishan—36 years old, married, three children. Born in India but lived in the United States for 26 years. Speaks Hindi, Gujerati, and English fluently. Degree in Agricultural Management but has found it difficult to get a job in that field. Good logical thinker, but can be difficult to work with because he likes his own way. Has been with the organization 6 years, and has projected-managed a wide range of initiatives around the world. Michael—45 years old; has been with LTS for 10 years. Was previously a project manager with Oxfam. Speaks French and German. Recently managed a large and difficult project for LTS very successfully, although there were some complaints from colleagues about his abrasive manner. Naz—50 years old, Iranian; has worked for LTS for only 2 years. Worked in many parts of the world and is skilled at dealing with local politicians. Has only managed relatively small projects so far, but is eager to take on more responsibility. Bojan—40 years old, Slovenian; has been with LTS since it began 15 years ago. Qualified as an architect but decided that managing projects was more exciting. Is married with seven children; partner is a lawyer in Austria. Has handled many projects over the years with varying levels of success (although that may be due to circumstances as much as anything else). Pelham—at 28 years old, the youngest LTS project manager. Has been with LTS for 8 years, having joined as an administrator. High-flyer who shifted to project management 4 years ago, has managed some prestigious projects but was asked to leave the country halfway through the most recent one for reasons never discussed. Single, but in steady relationship with a same-sex partner.



Dubchinzaneth: Traveling Troubleshooters Nico—47 years old; has been with LTS for 3 years. Before that, worked in West Africa in a variety of jobs for both overseas companies and national governments. Is eager to see more cooperation between charities at the local level; not always very tactful in his presentation of ideas, but has good ideas when consulted. Divorced loner, drinks and smokes quite heavily, and is sometimes a little worse for the wear in the morning. Has a reputation for being able to get things done in spite of local problems. Arthur—56 years old, divorced, has worked with LTS for 2 years after being downsized out of his executive job with a London economic consultancy. Has spent long periods overseas, primarily in the Middle East and Asia, working with local people in special projects. Does not need to work, having a good pension, but likes to be with people. Can be aloof, very intelligent and quick thinking, lives a quiet life playing bridge and golf. Has experienced war conditions (in West Africa) and was living in the Far East when a typhoon hit, causing extensive damage. Heidi—26 years old, Swiss national, trained nurse, but disillusioned with the system. Has been with LTS for 9 months and learned her job quickly. Has good ideas, but her written English could be improved. Enjoys sports and has traveled extensively in Europe and the United States as well as spending a year in Chile. Is beginning to be specifically requested by project managers when problems arise. Pat—40 years old; has worked 10 years as a troubleshooter with LTS. Previously worked for Unicef in a similar role. Has particular experience in India and Asia, including periods after major catastrophes. Is a trained engineer whose hobby is restoring old vehicles. Married with two teenage children at boarding school. Partner has multiple sclerosis. Servaan—35 years old, Dutch, trained as a doctor and surgeon but switched to troubleshooting work as a less stressful way of making a living that involved plenty of travel. Has been with LTS for 5 years. Has a partner and they often travel together (partner pays own travel costs). Partner seems happy to act as a sort of unpaid assistant and ambassador, although there is some concern that LTS is being represented by someone they have had no role in selecting. Kwan Loo—42 years old, very experienced troubleshooter, with 9 years at LTS. Holds a master’s degree in management and also has a private pilot’s license. In stable, long-term relationship, no children. Was previously a senior manager within a multinational corporation and held positions in New York, Canberra, and Hong Kong. Speaks Mandarin and Russian as well as English. Sometimes takes a rather rigid approach to problems, but seems to be successful at creating a quick rapport with people.



Dubchinzaneth: Background Briefing Dubchinzaneth (pronounced Toopsheenzanett) is a poor third-world country. During the past 10 years, the government, which was democratically elected, had made huge efforts to improve the infrastructure and standards of living. New roads had been provided, plus a railway linking the north and south of the country. The goal of a school in each village had been 30 percent met; a similar plan for medical care had led to small local hospitals for each of the five main districts plus one larger, central hospital. Unfortunately, the country has suffered a major setback. Five months ago, it was hit by a series of typhoons of a ferocity rarely seen anywhere in the world. In addition to destroying the harvest for the year and uprooting large areas of forests that would otherwise have supplied timber for rebuilding, the storms also left about 40 percent of the population homeless, destroyed 90 percent of the schools, and all five district hospitals. The remaining central hospital is severely over-stretched; there are many problems in getting people to the hospital while the roads still need repair. There are also a number of deaths and this in particular seems to have triggered a wave of unrest against the government. The people believe that the government should have been able to predict the typhoons and taken action beforehand. One particularly vociferous group is claiming to be the “New Government” of Dubchinzaneth and does indeed seem to have much popular support. It has taken over one of the country’s newspapers, although the other is still seen as loyal to the original government. A further complication is added by the wide number of religions in operation. There are at least nine different religions, all with about the same number of adherents. While these had previously co-existed without conflict, the aftermath of the typhoons led to clashes because of the ways that different burial rites were executed. There have been accusations of deliberate religious intolerance; some religious leaders are now forecasting much more serious conflict (with possible violence) if something is not done soon to restore at least a degree of understanding—or, alternatively, if the government does not impose strict laws against religious conflict. All of this has destabilized the country and led to high levels of stress generally. This in turn seems to have generated a major increase in social problems such as domestic violence. Delinquency among teenagers has also risen; because of the damage to schools, many children have been unable to continue with their education and instead tend to roam the streets when they should be at school. Many of the women say they are willing to work at rebuilding their country but cannot do so because there are no schools or nursery schools to take care of their children during the day.



The local currency is the Dubchinzaneth Zollind (DZ). This has been under pressure due to recent events, but has not settled and seems unlikely to lose value. However, this stability has been achieved in the past through a government directive, which has fixed salaries for professionals at DZ 30,000 per year and for administrators at DZ 15,000 per year. International charities moved into Dubchinzaneth as soon as the typhoons happened. Initially they provided emergency medical supplies and food. Since then, they have also provided temporary housing so that no one is still homeless. They have provided temporary teachers and encouraged people to run schools wherever they can, even in the open air. Most of these international charities are now pulling out as the government has had five months to plan its own activities. The country has also received emergency funding from several countries in the West. The need now, therefore, is for longer-term help of the kind that LTS specializes in providing.



Dubchinzaneth: Project Cost Estimates An LTS traveling troubleshooter has contacted various organizations in Dubchinzaneth and nearby countries and obtained costs for various elements of the potential projects. These are on-site costs; they include all import costs, delivery charges, taxes, etc. LTS has allocated an overall budget of DZ 2,000,000 to spend in Dubchinzaneth over the next few years. Item

Cost in DZ

Land purchase

5 per ft2

Building costs—only single-story buildings can be erected in Dubchinzaneth

200 per ft2

Salaries—professionals, which includes managers, heads of schools, mediators, counselors, community workers, teachers, engineers, doctors, nurses, security guards, youth leaders, coaches, community workers

30,000 per year

Salaries—administrators, which includes administrative assistants, secretaries, receptionists, sales staff

15,000 per year

Furniture

10 per ft2 of building

Publicity campaigns

4,000

Employee training

4,000

Employee recruitment advertising

4,000

Local offices

Not part of project costs

Salaries of LTS staff Cleaning—fixed fee for up to 5 years based on size of building Up to 350 ft2

5,000

Up to 400 ft2

10,000

Up to 500 ft2

15,000

Up to 600 ft2

20,000



Dubchinzaneth: Project Decision It is now time for the management team to meet and reach a consensus on the most appropriate project for Dubchinzaneth. Note that each member of the team has equal status. It will be important that you communicate well with one another as an inappropriate decision will affect •

the ability of Dubchinzaneth to recover from the recent problems;

•

the reputation of LTS, and hence its ability to continue its work.

You should consider how you will staff whichever project is chosen. You should allocate two of the U.S. team to take special responsibility, two troubleshooters in case of problems as the project progresses, and a project manager who will go to Dubchinzaneth when the project starts.


The Dubchinzaneth Building Project: Participant Briefs Part 2: PLANNING and COMBINED (NB: You will also need Part 1 Briefs)

PLAN/DUBC/PB1/1 of 1

Dubchinzaneth: Project Planning Now that a project has been selected, the management team needs to plan its implementation. You should take into account factors such as: • • • • • • • • • • •

Schedule of building works Land purchase Commissioning of architect Allocation of LTS staff Publicity Cash flow requirements Materials acquisition Project monitoring processes Placing local contracts Recruitment and training of local employees Salaries

The infrastructure of Dubchinzaneth is not really geared up to projects like this, so you may need to be innovative in your approach.



Dubchinzaneth: Planning Parameters Note: LTS normal practice requires that you plan so that all activities begin as late as possible to obtain the most beneficial cash flow. Activity

Time Needed

Payments

Buying land

8 weeks lead time 1 week to initiate 1 week to finalize

10% down 90% on completion

Architect plans

4 weeks

25% down 75% on completion

Building materials

6 weeks lead time 1 week to order 1 week to receive

50% with order 50% on delivery

Equipment/vehicles for building works


50% with order 50% on arrival

Special items


50% with order 50% on installation

Furniture


80% with order 20% on delivery

Arrange local offices and send LTS staff to Dubchinzaneth

Before project starts

Not part of project costs

Building works

20 weeks work 1 week to commission 1 week to inspect, every 4 weeks

4% on commissioning 20% retained and paid after final inspection 76% paid in 19 equal weekly installments

Employee training

4 weeks

Equal weekly installments

Cleaning

Ongoing after final inspection, no LTS staff time involved

One-time payment as soon as it starts



Local Recruitment and Training

Time Needed

Payments

Advertising

1 week—3 weeks before shortlisting

100% in advance

Shortlisting

1 week—4 weeks before interviews

N/A

Interviews

1 week—5 weeks before making offers (slow legal checks)

N/A

Job offers

1 week—allow 2 weeks to accept so can offer to others

N/A

Additional job offers

1 week—allow 4 weeks for final acceptances

N/A

Training

4 weeks

25% per week n.b. employee salaries start

Publicity Campaigns

Time Needed

Payments

Publicity planning

1 week—start 10 weeks before campaign begins

10% down

Campaign

1 week—run for 11 weeks before opening

50% at start of campaign

Opening event planning

1 week—start 4 weeks before event

40% on day of event


The Dubchinzaneth Building Project: Participant Briefs Part 3: CONTINGENCY and COMBINED (NB: You will also need Part 1 and 2 Briefs)

CONT/DUBC/PB1/1 of 3

Dubchinzaneth: Critical Path Week No.

Latest dates for:

Lead Time (weeks)

1

LTS staff to Dubchinzaneth

2

Start process to buy site

8

3

Commission architect

4

Notes

Cash Flow LTS staff salaries start

4

10% land costs

Architect designs

25% architect fees

5 6

75% architect fees

7

Order materials

8

Commission building contractor

9

Order equipment/ vehicles

10

Finalize site purchase

11

Inspect site

Inspect site

12

Equipment/vehicles arrive

Needed just before vehicles

50% equipment costs

13

Materials delivery starts

Can assume these are staggered

50% material costs

14

Building work commences

Building work continues until week 34. Inspections needed every 4 weeks.

Weekly building costs (total less 20% ÷ 19)

15 16

6

50% material costs

4

50% equipment costs 90% land costs

20



Week No.

Latest dates for:

Lead Time (weeks)

Notes

Cash Flow

3 weeks to get responses

Staff/employee advertising costs

17 18

Inspection

1

19 20

Advertise for employees

21

Order special items

22

Inspection

23

Short list for interviews

4 weeks notice required

24

Plan publicity

To start 10 weeks before opening

10% publicity costs

25 26

Inspection

27

Interview employees

28

Order furniture

29

Start publicity campaign

30

Inspection

31

Send out job offers

32

Design employee training

33

Send out any extra job offers

34

Final inspection of building

12 50% publicity costs

Allow 2 weeks to accept 4 For any previous offers not accepted Final 20% building costs



Week No.

Latest dates for:

Lead Time (weeks)

Notes

Cash Flow

35

Installation of specialist items

36

Installation of furniture

37

Employee training commences

38

Plan opening event

39

Final part of publicity campaign

40% publicity costs

Grand opening event

Event costs

4

Employee training

Employee salaries start

40 41 42 43 44

Final progress meeting

End of project



Dubchinzaneth: Managing the Project: General Brief This project is now ready to begin. However, due to local difficulties outside the control of LTS, any employees you allocated to this project have had to leave Dubchinzaneth. Instead, you have one employee in the country. They have been sent from a project in another country and their experience is limited. This employee is capable of taking responsibility for initiating and handling all the routine tasks associated with this project, including site inspections. However, this employee cannot be expected to deal with any variations from the plan or the budget. You are therefore expected to manage the project from the United States. Fast communications have been established and you will be advised of any problems and required to initiate action accordingly. You can assume that any activities not reported to you are going according to plan. Unless you hear to the contrary, you can also assume that any decisions you make will be implemented. Please note your group responses on the event sheets you will be given so as to maintain a record of your decisions. You are about to discover the joys of running a project of this nature! You may find that sometimes you will wish you had information that is not available— managers often have to make decisions without complete information. Keep in mind how important it is that this project goes ahead successfully.


CONT/DUBC/DL/1 of 7

Dubchinzaneth: Managing the Project: Decision Log (Group) Group:

Date:

Members of group (list names)

Event No.

Options considered/decisions made/actions initiated/rationale

1

2


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CONT/DUBC/DL/1 of 7

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CONT/DUBC/EV/COVER

Dubchinzaneth: Managing the Project Events

Please do not open this file until told to do so.

237

CONT/DUBC/EV/1 of 26

Dubchinzaneth: Managing the Project: Event 1 The architect advises that the site requires leveling and this will add an additional DZ 25,000 to the building costs.



Dubchinzaneth: Managing the Project: Event 2 The building materials have been ordered and are likely to be delivered 3 weeks early.



Dubchinzaneth: Managing the Project: Event 3 Excavation of the site has revealed evidence of an ancient civilization. The site foreman has stopped work pending instructions.



Dubchinzaneth: Managing the Project: Event 4 The prime minister of Dubchinzaneth advises that the ancient ruins must be preserved and authorizes the project to be moved to a new site.



Dubchinzaneth: Managing the Project: Event 5 The site foreman confirms that excavation has now begun on the alternative site and wants authority to pay the building workers for the two days’ idle time while the decision was being made to change the site.



Dubchinzaneth: Managing the Project: Event 6 The site foreman advises that conflict has broken out among the building workers. The drivers of the excavating machines are refusing to work alongside the workers who are loading the excavated material into trucks for removal. They are claiming that the regular prayer sessions of these workers are interfering with the possibility of earning a group bonus for completing the work quickly.



Dubchinzaneth: Managing the Project: Event 7 The religious leader of the loading workers advises that prayer sessions can be rescheduled to nonworking hours. This is because building the project is God’s work.



Dubchinzaneth: Managing the Project: Event 8 The site foreman advises that the cement mixing machine needed for the foundations has broken down and is probably not repairable.



Dubchinzaneth: Managing the Project: Event 9 LTS head office advises that the nearest suitable cement mixer is 2,000 miles away. They are arranging to have it flown to Dubchinzaneth.



Dubchinzaneth: Managing the Project: Event 10 The cement mixer has arrived at the airstrip but there is no vehicle to take it to the building site.



Dubchinzaneth: Managing the Project: Event 11 The site foreman reports that the cement mixer has now arrived and requests authority to pay overtime rates for a week to get back on schedule.



Dubchinzaneth: Managing the Project: Event 12 The local radio station in Dubchinzaneth has announced that a bloodless coup has taken place and Dubchinzaneth has a new government.



Dubchinzaneth: Managing the Project: Event 13 The “new government of Dubchinzaneth” is demanding to know who authorized you to move the project site 5 miles farther south. It is now on the site planned for their new parliament building.



Dubchinzaneth: Managing the Project: Event 14 The site foreman advises that local people have started to picket the site. They are carrying “new government of Dubchinzaneth” banners and are attempting to persuade the building workers to leave the site.



Dubchinzaneth: Managing the Project: Event 15 The prime minister advises that the (existing) government will provide soldiers at the project site. The soldiers have orders to take any local demonstrators into custody.



Dubchinzaneth: Managing the Project: Event 16 A number of demonstrators have been taken into custody and the (existing) prime minister wants the project to be completed as quickly as possible.



Dubchinzaneth: Managing the Project: Event 17 During a regular inspection, the local LTS employee noticed serious irregularities and the site foreman is refusing to authorize corrective action.



Dubchinzaneth: Managing the Project: Event 18 The company being used to place employee recruitment advertisements is demanding an increase of 50 percent on their fee “because of all the bad publicity the project has had.”



Dubchinzaneth: Managing the Project: Event 19 When the special items order was placed, the suppliers advised that delivery would take an extra 3 weeks.



Dubchinzaneth: Managing the Project: Event 20 The local press and radio stations are refusing to accept the project’s publicity campaign materials.



Dubchinzaneth: Managing the Project: Event 21 The furniture supplier advises that, due to timber shortages, furniture costs have risen by 25 percent.



Dubchinzaneth: Managing the Project: Event 22 Employee training has started but many employees are complaining that the trainers are out of date and that the teaching practices are no longer acceptable.



Dubchinzaneth: Managing the Project: Event 23 The prime minister of Dubchinzaneth wants to know if you require his presence at the grand opening event. If you do, please brief him on what to talk about.



Dubchinzaneth: Managing the Project: Event 24 The prime minister of the “new government of Dubchinzaneth” wants to know if you require his presence at the grand opening event. If you do, please brief him on what to talk about.



Dubchinzaneth: Managing the Project: Event 25 The cleaners have reported that the building is infested with small biting insects.



Dubchinzaneth: Managing the Project: Event 26 It is time for you to get on a plane so that you can be the senior LTS representative at the grand opening event.


The Dubchinzaneth Building Project: Assessor/Facilitator Briefs

267

Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008 370

500

400

Youth center

Nursery school

Comm. center

800

1,000

740

380

700

1,120

380

760

20.0

25.0

18.5

9.5

17.5

28.0

9.5

19.0

Land for building (DZ 000 at DZ 2 5/ft )

1 20 games, 40 computers, 30 entertainers 2 10 play areas, 10 medical

190

Athletics center

560

School

350

190

Agri. school

Women’s center

380

Religious center

Project

Building (ft2)

Cost of building (DZ 000 at DZ 2 200 (ft )

0

180

0

10,000

0

0

6,000

0

External land (ft2)

0

9

0

500

0

0

300

0

External land (DZ 000 at 2 DZ 5/ft )

450

330

510

300

630

225

390

375

Salaries (DZ 000)

Dubchinzaneth: Project Costs Summary

10

15

10

5

5

20

5

10

Cleaners (DZ 00)

10

25

30

40

25

25

10

60

Architect’s fees (DZ 00)

40

50

37

19

31

56

19

38

Furniture (DZ 000)

(equip./ books)

1,350.0

1,474.0

202

20

1,435.5

1,273.5

1,438.5

1,504.0

1,313.5

1,382.0

Total costs (DZ 000)

901

(equip.)

20

(medical)

30

(books, etc.)

30

(equip./ vehicles)

200

(artifacts)

120

Special costs (DZ 000)

*/DUBC/AB1/1 of 1

*/DUBC/AB2/1 of 8

Dubchinzaneth: Project Data Lists RELIGIOUS CENTER

Includes

Calcs

Total (ft2)

Community room

40 ft2

40

Library

20 ft2

20

Meeting room

20 ft2

20

15 religious areas

20 ft2 x 15

15 x 20

Total land for building

Costs (DZ 000)

Totals (DZ 000)

300 380

x 0.05

Total building costs

Area x 2

Professional mediator

5 years

5 x 30

150

3 admin./receptionists

5 years

3 x 5 x 15

225

19 760

Total employee costs

375

Furniture

38

Cleaning

10

Architect’s fees

60

Special costs—artifacts

120

Total

1,382


*/DUBC/AB2/2 of 8

AGRICULTURAL SCHOOL

Includes

Administration

20 ft2

3 classrooms

50 ft2 x 3

Teacher prep. Room

20 ft2

Calcs

Total (ft2)

Costs (DZ 000)

Totals (DZ 000)

20 3 x 50

150 20


190

0.05


Area x 2

Outdoor areas

6,000 ft2

Maintenance engineer

2 years

2 x 30

60

Manager

2 years

2 x 30

60

3 teachers

2 years

3 x 2 x 30

180

3 administrators

2 years

3 x 2 x 15

90

9.5 380

6,000

x 0.05

300


390

Furniture

19

Cleaning

5

Architect’s fees

10

Special costs—equip./veh.

200 1,313.5

Total


*/DUBC/AB2/3 of 8

SCHOOL

Includes

Calcs

Total (ft2)

6 classrooms

50 ft2 x 6

Science room

50 ft2

50

Craft room

50 ft2

50

Changing rooms

50 ft2

50

Common room

50 ft2

50

2 offices

20 ft2 x 2

Medical room

20 ft2

6 x 50

2 x 20

Costs (DZ 000)

Totals (DZ 000)

300

40 20


560

x 0.05


Area x 2

Head teacher

1 year

30

School secretary

1 year

15

6 teachers

1 year

28 1,120

6 x 30

180


225

Furniture

56

Cleaning

20

Architect’s fees

25

Special costs—books, etc.

30

Total

1,504


*/DUBC/AB2/4 of 8

WOMEN’S CENTER

Includes

Calcs

Total (ft2)

3-bedroom apartment

20 ft2 x 3

3 x 20

60

Kitchen, bathroom

10 ft2 x 2

2 x 10

20

Dining room, lounge

20 ft2 x 2

2 x 20

40

2 medical rooms

20 ft2 x 2

2 x 20

40

2 classrooms

50 ft2 x 2

2 x 50

100

2 meeting rooms

30 ft2 x 2

2 x 30

60

Admin. Office

30 ft2

Costs (DZ 000)

Totals (DZ 000)

30


350

x 0.05


Area x 2

2 teachers

2 years

2 x 2 x 30

Manager

2 years

2 x 30

60

Administrator

2 years

2 x 15

30

2 doctors

2 years

2 x 2 x 30

120

2 nurses

2 years

2 x 2 x 30

120

3 security guards

2 years

3 x 2 x 30

180

17.5 700

120


630

Furniture

31

Cleaning

5

Architect’s fees

25

Special costs—medical

30 1,438.5

Total


*/DUBC/AB2/5 of 8

ATHLETICS CENTER

Includes

Calcs

Total (ft2)

Changing rooms

50 ft2 x 2

Office

30 ft2

30

Coffee shop

30 ft2

30

Sports shop

30 ft2

30

2 x 50


Costs (DZ 000)

Totals (DZ 000)

x 0.05

9.5

100

190


Area x 2

380

Outdoor—running track, jump areas

10,000 ft2

Manager

2 years

2 x 30

60

2 sales staff

2 years

2 x 2 x 15

60

2 coaches

2 years

2 x 2 x 30

120

2 administrators

2 years

2 x 2 x 15

60

10,000

x 0.05

500


300

Furniture

19

Cleaning

5

Architect’s fees

40

Special costs—equipment

20

Total

1,273.5


*/DUBC/AB2/6 of 8

YOUTH CENTER

Includes

Calcs

Total (ft2)

Hall

70 ft2

70

Coffee shop

50 ft2

50

3 game rooms

30 ft2 x 3

Cyber café

50 ft2

3 meeting rooms

20 ft2 x 3

Administrative office

20 ft2

20

Coatrooms

30 ft2

30

3 x 30

Costs (DZ 000)

Totals (DZ 000)

x 0.05

18.5

90 50

3 x 20


60

370


Area x 2

740

Manager

2 years

2 x 30

5 coffee shop

2 years

5 x 2 x 15

150

4 youth leaders

2 years

4 x 2 x 30

240

2 administrators

2 years

2 x 2 x 15

60

60


510

Furniture

37

Cleaning

10

Architect’s fees

30

Special costs

90

Total

1,435.5


*/DUBC/AB2/7 of 8

NURSERY SCHOOL

Includes

Calcs

Total (ft2)

3 classrooms

50 ft2 x 3

3 x 50

150

3 indoor play areas

50 ft2 x 3

3 x 50

150

Changing rooms

100 ft2

100

Common room

40 ft2

40

2 offices

20 ft2 x 3

Medical room

20 ft2

2 x 20

Costs (DZ 000)

Totals (DZ 000)

40 20


500

x 0.05


Area x 2

Outdoor areas 3 outdoor play areas

60 ft2 x 3

3 x 60

Manager

2 years

2 x 30

3 teachers

2 years

2 x 3 x 30

Nurse

2 years

2 x 30

60

School secretary

2 years

2 x 15

30

25 1,000

180

x 0.05

9

60 180


330

Furniture

50

Cleaning

15

Architect’s fees

25

Special costs

20 1,474

Total


*/DUBC/AB2/8 of 8

COMMUNITY CENTER

Includes

Calcs

Total (ft2)

3 community rooms

50 ft2 x 3

Library

30 ft2

3 meeting rooms

20 ft2 x 3

3 x 20

60

2 coffee shops

50 ft2 x 3

2 x 50

100

Game room

60 ft2

3 x 50

Costs (DZ 000)

Totals (DZ 000)

150 30

60


400

x 0.05


Area x 2

Manager

2 years

2 x 30

60

3 receptionists

2 years

3 x 2 x 15

90

2 counselors

2 years

2 x 2 x 30

120

2 community workers

2 years

2 x 2 x 30

120

2 coffee shop assistants

2 years

2 x 2 x 15

60

20 800


450

Furniture

40

Cleaning

10

Architect’s fees

10

Special costs—equipment/ books

20

Total

1,350


*/DUBC/AB3/1 of 3

Dubchinzaneth: Building and Commissioning the Project: Event Listing 1.

The architect advises that the site requires leveling and this will add an additional DZ 25,000 to the building costs.

2.

The building materials have been ordered and are likely to be delivered 3 weeks early.

3.

Excavation of the site has revealed evidence of an ancient civilization. The site foreman has stopped work pending instructions.

4.

The prime minister of Dubchinzaneth advises that the ancient ruins must be preserved and authorizes the project to be moved to a new site.

5.

The site foreman confirms that excavation has now begun on the alternative site and wants authority to pay the building workers for the 2 days’ idle time while the decision was being made to change the site.

6.

The site foreman advises that conflict has broken out among the building workers. The drivers of the excavating machines are refusing to work alongside the workers who are loading the excavated material into trucks for removal. They are claiming that the regular prayer sessions of these workers are interfering with the possibility of earning a group bonus for completing the work quickly.

7.

The religious leader of the loading workers advises that prayer sessions can be rescheduled to nonworking hours. This is because building the project is God’s work.

8.

The site foreman advises that the cement mixing machine needed for the foundations has broken down and is probably not repairable.

9.

LTS head office advises that the nearest suitable cement mixer is 2,000 miles away. They are arranging to have it flown to Dubchinzaneth.

10. The cement mixer has arrived at the airstrip but there is no vehicle to take it to the building site.


*/DUBC/AB3/2 of 3

11. The site foreman reports that the cement mixer has now arrived and requests authority to pay overtime rates for a week to get back on schedule. 12. The local radio station in Dubchinzaneth has announced that a bloodless coup has taken place and Dubchinzaneth has a new government. 13. The “new government of Dubchinzaneth” is demanding to know who authorized you to move the project site 5 miles farther south. It is now on the site planned for their new parliament building. 14. The site foreman advises that local people have started to picket the site. They are carrying “new government of Dubchinzaneth” banners and are attempting to persuade the building workers to leave the site. 15. The prime minister advises that the (existing) government will provide soldiers at the project site. The soldiers have orders to take any local demonstrators into custody. 16. A number of demonstrators have been taken into custody and the (existing) prime minister wants the project to be completed as quickly as possible. 17. During a regular inspection, the local LTS employee noticed serious irregularities and the site foreman is refusing to authorize corrective action. 18. The company being used to place employee recruitment advertisements is demanding an increase of 50 percent on their fee “because of all the bad publicity the project has had.” 19. When the special items order was placed, the suppliers advised that delivery would take an extra 3 weeks. 20. The local press and radio stations are refusing to accept the project’s publicity campaign materials. 21. The furniture supplier advises that, due to timber shortages, furniture costs have risen by 25 percent. 22. Employee training has started but many employees are complaining that the trainers are out of date and that the teaching practices are no longer acceptable. 23. The prime minister of Dubchinzaneth wants to know if you require his presence at the grand opening event. If you do, please brief him on what to talk about.


*/DUBC/AB3/3 of 3

24. The Prime Minister of the “New Government of Dubchinzaneth” wants to know if you require his presence at the Grand Opening event. If you do, please brief him on what to talk about. 25. The cleaners have reported that the building is infested with small biting insects. 26. It is time for you to get on a plane so that you can be the senior LTS representative at the Grand Opening event.


The Nasmullin Product Development Project: Participant Briefs Part 1: RECOMMENDATION and COMBINED

RECO/NASM/PB1/1 of 2

Nasmullin: General Brief You work as one of a group of management executives in the U.S. headquarters of Nasmullin, a multinational corporation with a wide variety of divisions. These include pet foods, detergents, baby foods, ready meals, candy, children’s toys, and even specialist footwear. Nasmullin has been in business for over 30 years. They have factories around the world and employ over 100,000 people worldwide. In the U.S., they employ around 35,000 people, including the worldwide marketing and human resource departments as well as enough production facilities for each division to meet U.S. demands for existing products. Each of the divisions functions separately and there is now a plan to look for areas in which they might work together for greater marketing penetration. For example, the baby foods might lead into children’s toys; the ready meals and candy could consider joint campaigns; it might even be feasible to link the specialist footwear with pet foods as elements of leisure activities. Each division at present trades under its own series of brand names; this too may be changed in the future as the company seeks to establish an overall branding with the goal of raising its profile in the marketplace. In the past year, Nasmullin Enterprises has achieved record sales, rising 15 percent to $13.8 billion. U.S. domestic sales grew 10 percent, and international sales grew 22 percent. Exchange rate fluctuations had a favorable effect of 2 percent on international sales. Earnings before taxes increased 11 percent for the year. However, a number of problems have beset the company. Two years ago a disgruntled employee sabotaged some baby foods with glass and this has led to several claims for compensation. Most have been settled amicably, but a small group of parents, represented by a lawyer working on a “fee as share of settlement” basis, is continuing to pursue substantial claims. In addition, it is only two years since the company closed a division that was taking a loss. A major review is now being undertaken as it was found that the accounting procedures had resulted in a falsely positive statement in that division, and it is feared that the same may be happening in other divisions. It is possible, therefore, that more divisions could be closed. However, as there are currently no spare production facilities within the U.S., Nasmullin intends to produce any new products in Ralinstria, a developing country. Nasmullin previously ran a factory there but had to close it down for environmental reasons. Placing production of a new product there will maintain its reputation for community support. You have been working closely with a small project team to identify a suitable new product. Your team is now confident that they have an excellent proposal and you need to convince the other members of the management group.



Attached are details of your product and some background information. The project costs are stated in the local Ralinstria currency, the Slatz (RS); the other managers will have costed their proposals in the same way. Please prepare for a meeting with your management colleagues, where you will need to agree which product should be developed.



Nasmullin: Project Brief: Dog Food An innovative new type of dog food is proposed. Unlike canned meat and biscuit-based products, this combines both to provide a totally balanced nutrition in a way that combats weight gain. It also has an impact on the temperament of the dog, turning vicious dogs into ones that will obey orders and can therefore be easily controlled, and enabling dogs in general to be fitter and run faster. This will be of interest to groups such as the police and also to owners of racing dogs. The food is based on a secret ingredient grown as a hybrid from plants previously found only in South America; it has now been possible to cultivate these in greenhouses within the United States. This provides the right level of proteins and other ingredients for dog health. It is anticipated that the food will also be very popular with dog owners who have animals that are hard to control, with vegetarians, and with those who are concerned about illnesses that may be passed on in meat products (as has happened with humans). As far as is known, this type of product is not even being considered by competitors. Once launched, it would take them at least two years to copy it and get their own version into production. The total budget to develop and market your product and get it into production is RS 1,388,000. It is expected to add 5 percent to overall sales.



Nasmullin: Project Brief: Laundry Detergent A major breakthrough in laundry detergent, this product utilizes a specially developed form of bacteria to remove dirt from garments without any appreciable impact on the material. This means that items washed will retain their colors and textures for far longer than usual. Not only will the product be biodegradable, it is also expected to have a cleaning effect on the drainpipes through which it is sent to waste. This will mean that it will have a beneficial rather than a neutral impact on the environment, which should appeal greatly to environmentally conscious consumers. It is unlikely that any competitors have developed the same form of bacteria, as this has been done under conditions of utmost secrecy. It would probably take them three years or longer to analyze the product sufficiently to be able to copy the concept. Government officials have confirmed during confidential discussions that they will be willing to endorse the product as environmentally responsible. It is expected that local authorities will reduce the rates paid by consumers for their sewage disposal service, possibly even to the extent of eliminating the charges altogether for households that use this product. The total budget to develop and market your product and get it into production is RS 1,490,000. It is expected to add 5 percent to overall sales.



Nasmullin: Project Brief: Children’s Toy A new toy has been designed that captures and combines the best of computing with accelerated learning techniques. Playing with the toy means that children learn in a way that has been shown to enhance brain function on a permanent basis. The toy is suitable for children aged three to eight years. The technology involved is such that competitors will not be able to copy the basic idea, which has been patented. However, they may be able to develop something similar once they have had time to study the product; it would take them about a year to catch up, by which time it is planned to have captured a high percentage of the available market. The toy can also be used in schools as a teaching medium. It is expected that schools will therefore form a large sector of the market. They would need one toy per child and would be able to make such purchases with money saved by not needing to buy so many books and other teaching materials. The total budget to develop and market your product and get it into production is RS 1,465,000. It is expected to add 5 percent to overall sales.



Nasmullin: Project Brief: Baby Food This will be a major breakthrough in baby food. It will consist of tablets that form into food once added to water. There will be no shelf life and it will be possible to stock a wide variety of versions, such as meats, vegetables, fruits, and so on—anything, in fact, that is currently available in jars or cans as baby food. It will therefore be feasible for people to carry a supply when traveling, requiring only a glass of water to prepare each meal. Consumers will be advised to boil the water for young babies; they will also be able to purchase sealed containers of suitable water that can be heated in a microwave or by being placed into very hot water for a few minutes. It is anticipated that competitors will not be able to analyze the product and copy it in less than three years. The total budget to develop and market your product and get it into production is RS 1,536,000. It is expected to add 5 percent to overall sales.



Nasmullin: Project Brief: Ready Meals This form of ready meal will come in a flat pack no thicker than a sheet of card stock. A meal for one will be an 8½" x 11" size sheet; for two it will probably be about an 8½" x 14" size sheet. Because the shelf life will be at least 10 years, consumers will be able to purchase a variety of packs because storage space will be minimal. Preparation will involve the simple combination of two sections of the product; this will generate a reaction that will cause the food to reconstitute to its original form. It will then be impossible to tell the difference from fresh food. It is expected that this product will also be very popular with travelers, especially those who are camping or otherwise spending time outdoors. Sailors and mountaineers will also be likely purchasers. Those traveling overseas will be able to take supplies so they do not need to risk eating locally prepared meals in areas where upset stomachs or other adverse effects are likely. Competitors are already working on similar products, but it is estimated that the market will be large enough for several players to attain satisfactory sales levels. The total budget to develop and market your product and get it into production is RS 1,488,000. It is expected to add 5 percent to overall sales.



Nasmullin: Project Brief: Candy A new form of candy has been developed that combines the texture of chocolate, including the fact that it melts at body temperature, with the taste of fruits and the impact of sherbet (a slightly fizzy powder). Trials have shown that people regard it as an amazing taste experience and have become practically addicted to it. Added to this is the significant benefit that the product is entirely calorie free and is eliminated from the body with no health effects whatsoever. Because the taste sensation is so significant, there will be no need to produce different versions, as with normal candies. A simple tablet, supplied in tubes or bumper packs, will be sufficient for sales to adults and children alike. This will make production and distribution cheap and easy. The product was made originally from a mineral that had been discovered in a remote island in the Pacific; since then, the mineral has been generated artificially in the laboratory so that limitless supplies are now available. It is believed that competitors will be unable to duplicate the production process for at least five years. Although they might be able to gain access to the original mineral deposits, these are likely to be exhausted within two years at the level of use that would be necessary to market feasible quantities. The total budget to develop and market your product and get it into production is RS 1,565,000. It is expected to add 5 percent to overall sales.



Nasmullin: Project Brief: Sandals These sandals are a totally new concept in footwear. Based on a design and using a plant product found in a remote tribe within an inaccessible area of Asia, they provide an ongoing massage of the whole body on principles similar to reflexology, but with far more impact. The actual process is not yet fully understood by Western scientists, but trials have shown that the beneficial effect of wearing the sandals is truly amazing. In addition to increasing the general health of all who wear them, the sandals have generated significant healing effects in those suffering from ailments such as arthritis, rheumatism, and even problems such as sprained limbs or broken bones. The wearer reports an immediate decrease in pain and an increase in mobility—these effects are sustained permanently. The whereabouts of the tribe are being closely guarded by their own government, so it is unlikely that competitors will gain access to them. Copying the sandals will be almost impossible without the use of the plant product; the government concerned has agreed to supply this to Nasmullin only for the next three years. The total budget to develop and market your product and get it into production is RS 1,389,000. It is expected to add 5 percent to overall sales.



Nasmullin: Project Team Members Suriya—28 years old, 5 years with Nasmullin, fluent in Spanish (graduate in modern languages), some French, single, spends spare time mountaineering and walking; joined as a graduate trainee and is ambitious. Has undertaken special projects and is always enthusiastic, but somehow fails each time to sufficiently impress the project manager concerned enough to get a permanent transfer. Has spent time on most tasks on a rotating basis. Joe—39 years old, married, one child, quiet, works well but slowly and lacks confidence in his decision making, which has held him back. Likes gardening and makes beer and wine; has been with Nasmullin since leaving school at 18. Worked on most tasks, no special skills but thorough knowledge of working practices of the organization. Frank—48 years old, lives with partner, no children, outgoing and enjoys a challenge. Sings and dances in a local theater group. Not ambitious, works 9 to 5 and leaves work at work, but while there does give his all. Has been with Nasmullin for 2 years; before that, worked in research. Umwege—42 years old, single parent with two middle-school-aged children. Has been with Nasmullin for 6 years; previously worked in Personnel and Training as an administrator. Good knowledge of the organization; can be moody but works hard and makes few mistakes. Benoit—43 years old, divorced, with a new relationship flourishing, has been with Nasmullin for 12 years. Previously in Special Promotions where his creativity was used in suggesting lines for the catalogs, layouts, etc. Very well organized, neat, and methodical. Not a quick worker, but careful. Kim—28 years old, single, and although she has been with the organization since leaving school (at 18) is now feeling that life is passing her by and wants to try something new. She is actively looking for a new job. Knows the workings of the organization inside out and is very good at the public relations part of her job. Has lots of friends and a hectic social life that sometimes spills over into work.



Nasmullin: Project Managers Morgan—47 years old, 3 years with Nasmullin; before that, worked in West Africa in a variety of jobs for both overseas companies and national governments. Not always very tactful when presenting ideas but gives good suggestions when consulted. Divorced loner, drinks and smokes quite heavily and is sometimes a little worse for the wear in the morning. Has a reputation for being able to get things done in spite of local problems. Peter—56 years old, divorced, has worked with Nasmullin for 2 years after being laid off from an executive job with a London economic consultancy. Has spent long periods overseas, chiefly in the Middle East and Asia, working with local people on special projects. Does not need to work, having a good pension, but likes to be with people. Can be aloof, very intelligent, and quick thinking, lives a quiet life playing bridge and golf when not overseas on projects. Raj—36 years old, Indian national, trained accountant who got bored with numbers. Has been with Nasmullin for 9 months and has learned the job quickly. Has good ideas, but written reports could be improved. Enjoys sport and has traveled extensively in Europe and the United States, as well as spending a year in Chile. Very good at negotiating locally. Drew—40 years old, 10 years as a project manager with Nasmullin. Previously worked for a competitor in a similar capacity. Has particular experience of India and Asia, including periods setting up new local companies. Is a trained engineer whose hobby is restoring old vehicles. Married with 2 teenage children at boarding school. Guli—35 years old, Israeli, former entrepreneur who switched to project management troubleshooting work as a less stressful way of making a living that still involves travel. Has been with Nasmullin for 5 years. Has a partner and they often travel together (partner pays own travel costs). Partner seems happy to act as a sort of unpaid assistant and ambassador, although there is some concern that Nasmullin is being represented by someone they have had no role in selecting. Has excellent reputation for well-run projects. Thomas—42 years old, very experienced project manager; has worked with Nasmullin for 9 years. Holds master’s degree in management and also has a private pilot’s license. In stable long-term relationship, no children. Was previously a senior manager within a multinational corporation and held posts in New York, Canberra, and Hong Kong. Speaks Mandarin and Russian as well as English. Sometimes takes a rather rigid approach to problems but seems to be very successful at creating a quick rapport with people.



Ralinstria: Background Briefing Ralinstria is a developing country that is eager to invite companies to set up there. It provides factories at very favorable rents although it will not allow foreign companies to purchase properties. The factory that Nasmullin ran there previously had to be closed down when it was discovered that it had been built on top of a previously undiscovered area of special scientific and environmental significance. Local Nasmullin employees volunteered to help with the demolition, partly out of national pride and partly because this deferred their unemployment. This task is a lengthy one because it has to be done by hand to avoid further damage to the site. However, the workforce will be available to work for Nasmullin again in about 8 months. The company has promised to do all they can to re-employ everyone in the future; this includes managers and specialists, shop-floor workers, and personnel/training staff. In addition to factories, Ralinstria has a number of specialist consultancies that operate internationally. These will be commissioned by Nasmullin for any new product and include a well-respected research and development (R & D) establishment, a marketing agency that handles the whole process from market research to final advertising and various suppliers of raw materials.



Nasmullin: Project Cost Estimates A total budget of RS 2,000,000 has been allocated for the new product project. A consultant has visited Ralinstria and established the likely costs, as shown below. Item

Cost in RS

Rental of factory (purchase not allowed)

10 per 1,000 ft2

Shop-floor employees

Average of 100 per person per year

Managerial and specialist employees

Average of 200 per person per year

They have also calculated the costs of R & D, marketing, and materials and converted them to RS 000 for ease of calculation. Project

Marketing

R&D

Materials

Dog food

220

150

300

Laundry detergent

300

180

250

Children’s toy

315

125

200

Baby food

350

220

275

Ready meals

200

100

325

Candy

400

175

225

Sandals

275

110

175



Nasmullin: Project Decision It is now time for the management team to meet and reach a consensus on the most appropriate project. Note that each member of the team has equal status. It will be important that you communicate well with each other because an inappropriate decision will affect •

the ability of Nasmullin to introduce the new product profitably;

•

the reputation of Nasmullin in Ralinstria.

You should consider how you will staff whichever project is chosen. You will need to allocate a project manager who will go to Ralinstria when the project begins, plus one member of the project team to be their U.S. contact.


The Nasmullin Product Development Project: Participant Briefs Part 2: PLANNING and COMBINED (NB: You will also need Part 1 Briefs)

PLAN/NASM/PB1/1 of 1

Nasmullin: Project Planning Now that a product has been selected, the management team needs to plan its launch. You should take into account factors such as: • • • • • • • •

Final product R & D Market research Product advertising Cash flow requirements Profit monitoring processes and personnel Wages and salaries of local employees Factory rental Contingency plans



Nasmullin: Planning Parameters Note 1: Nasmullin’s normal practice requires that you plan so that all activities begin as late as possible, to obtain the most beneficial cash flow. Note 2: For all accounting and planning purposes, Nasmullin operates 13 periods of 4 weeks in the year. You need not concern yourself at this stage with the eventual adjustments at year end. Activity Rent factory

Times in Weeks

Payments

18 weeks to contract signing

10% deposit

5 weeks to moving in

30% on signing

From moving in

20% quarterly

Order machinery

12 weeks

50% deposit 50% on installation

Order raw materials

13 weeks

9% deposit 7% on each 4-weekly delivery

Employee training

Will take 4 weeks

Comes out of different budget

Market testing of product

16 weeks

20% of budget

Trials of packaging

8 weeks

20% of budget

Place initial advertisements

10 weeks prior to production

30% of budget

2nd installment of advertising

3 weeks prior to production

50% of budget

Marketing



R&D Materials research

8 weeks

20% at start 20% on completion

Product development

6 weeks


Product specification

4 weeks


Salaries and Wages Shop floor wages are paid weekly Managerial and specialist salaries are paid 4-weekly


The Nasmullin Product Development Project: Participant Briefs Part 3: CONTINGENCY and COMBINED (NB: You will also need Part 1 and 2 Briefs)

CONT/NASM/PB1/1 of 2

Nasmullin: Critical Path Week No. 1

Latest dates for:

Lead Time (weeks)

Begin materials research

8

Start process to rent factory

18

Notes Takes 8 weeks

Cash Flow 20% of R & D costs

2 3

10% deposit for rent

4 5 6 7

Complete materials research

8

Start product development

6

So can go on to product spec.

20% of R & D costs

Takes 6 weeks

15% of R & D costs

So can go on to product spec.

15% of R & D costs

Takes 4 weeks

15% of R & D costs

9 10 11 12 13

Complete product development

14

Product specification

15

Order machinery

16

Start market testing of product

4

50% deposit on machinery 16

8 weeks before packaging trials

20% of marketing costs



Week No.

Latest dates for:

17

Finish product specification

18

Order raw materials

Lead Time (weeks)

Notes So can order materials

Cash Flow 15% of R & D costs 9% deposit

19 20 21

Sign contract to rent factory

5

22

Initial advertising

10

Start packaging trials

8

5 weeks before moving in

30% of rent payment

23 24

20% of marketing costs

25 26

Move into factory

No payment at this time

27

Machinery installed

50% of machinery costs

28

Employee training starts

4

29

2nd installment of advertising

3

30

Manager and specialist induction

Final week of shop floor training

Salaries start in 4 weeks

31

Raw materials delivered

Managers must be there first

7% materials costs

32

Start production

Takes 4 weeks

Different budget— wages paid weekly from now on 50% of marketing costs



Nasmullin: Managing the Project: General Brief This project is now ready to start. However, due to local difficulties outside the control of Nasmullin, any employees you allocated to this project have had to leave Ralinstria. Instead, you have one employee in the country. They have been sent there from a project in another country and their experience is limited. This employee is capable of taking responsibility for initiating and handling all the routine tasks associated with this project. However, this employee cannot be expected to deal with any variations from the plan or the budget. You are therefore expected to manage the project from the U.S. Fast communications have been established, and you will be advised of any problems and required to initiate action accordingly. You can assume that any activities not reported to you are going according to plan. Unless you hear to the contrary, you can also assume that any decisions you make will be implemented. Please note your group responses on the event sheets you will be given so as to maintain a record of your decisions. You are about to discover the joys of running a project of this nature. You may find that sometimes you will wish you had information that is not available— managers often have to make decisions without complete information. Keep in mind how important it is that this project goes ahead successfully.


CONT/NASM/DL/1 of 7

Nasmullin: Managing the Project: Decision Log (Group) Group:

Date:


Event No.


1

2


CONT/NASM/DL/2 of 7

Event No.


3

4

5


CONT/NASM/DL/3 of 7

Event No.


6

7

8


CONT/NASM/DL/4 of 7

Event No.


9

10

11


CONT/NASM/DL/5 of 7

Event No.


12

13

14


CONT/NASM/DL/6 of 7

Event No.


15

16

17


CONT/NASM/DL/7 of 7

Event No.


18

19

20


CONT/NASM/DL/1 of 7

Nasmullin: Managing the Project: Decision Log (Individual) Participant:

Event No.

Date:


1

2


CONT/NASM/DL/2 of 7

Event No.


3

4

5


CONT/NASM/DL/3 of 7

Event No.


6

7

8


CONT/NASM/DL/4 of 7

Event No.


9

10

11


CONT/NASM/DL/5 of 7

Event No.


12

13

14


CONT/NASM/DL/6 of 7

Event No.


15

16

17


CONT/NASM/DL/7 of 7

Event No.


18

19

20


CONT/NASM/EV/COVER

Nasmullin: Managing the Project Events


337

CONT/NASM/EV/1 of 20

Nasmullin: Managing the Project: Event 1 The company undertaking the materials research advise that they will need to change one of the materials for something that will add 10 percent to overall material costs. Research is stopped pending a decision on this.



Nasmullin: Managing the Project: Event 2 It is proving difficult to find a suitable factory to rent within the time available. There is one that is the right size but is poorly laid out and lacks decent facilities for employees. Another is in a very good state, but is situated in an area that is difficult to reach. Yet another option is reasonable but would involve taking on 10 percent more floor area than required.



Nasmullin: Managing the Project: Event 3 Due to the delay in materials research, the start of product development has had to be postponed for a week. Can the research manager pay overtime to catch up on the time?



Nasmullin: Managing the Project: Event 4 Market testing of the product has revealed that customers are very skeptical about the need for such a product.



Nasmullin: Managing the Project: Event 5 The product specification is almost ready, but a key technician has had an accident and the research department has no one else with the key skills.



Nasmullin: Managing the Project: Event 6 On attempting to place the materials order, it has been found that a longtime supplier is having serious financial problems and cannot accept our order without a larger advance payment. They represent 30 percent of the total materials budget. Previous attempts to find alternative suppliers for these materials were unsuccessful.



Nasmullin: Managing the Project: Event 7 Security reports that they believe someone is hacking into the computers and may be accessing commercially sensitive research results.



Nasmullin: Managing the Project: Event 8 Our lawyer in Ralinstria is about to sign the contract to rent the factory. However, during a routine inspection, it has been found that the premises have been vandalized.



Nasmullin: Managing the Project: Event 9 The initial advertising for the new product has been reported to the Advertising Standards Agency as being offensive and racist.



Nasmullin: Managing the Project: Event 10 The packaging trials have highlighted the fact that packaging of Nasmullin’s existing products is not being done with environmentally friendly materials.



Nasmullin: Managing the Project: Event 11 Local Nasmullin employees and others are picketing outside the new factory and trying to prevent the machinery engineers from entering. They are claiming insufficient consultation about the move to a new location.



Nasmullin: Managing the Project: Event 12 A U.S. national television channel wants to interview someone about “all these rumors about Nasmullin having a lot of problems.”



Nasmullin: Managing the Project: Event 13 The machinery is now being installed, but the vendor’s engineers are complaining that the existing wiring is unsuitable and potentially dangerous.



Nasmullin: Managing the Project: Event 14 The press in Ralinstria are asking if it’s true that Nasmullin plans to force employees to transfer to a different factory.



Nasmullin: Managing the Project: Event 15 The latest advertising has gone out nationally and the switchboard has been brought to a standstill by the number of suppliers calling to complain that they have no stocks yet.



Nasmullin: Managing the Project: Event 16 The first delivery of raw materials has arrived and is 20 percent underweight. Normal shortfalls in this industry are 5 percent.



Nasmullin: Managing the Project: Event 17 During the induction program for managers, one of them has suggested that several of the shopfloor employees are known troublemakers and should be dismissed while we have the chance.



Nasmullin: Managing the Project: Event 18 The prime minister of Ralinstria is asking when you expect her at the grand opening of the new factory.



Nasmullin: Managing the Project: Event 19 The chairman of Nasmullin wants to know who neglected to tell him that the prime minister of Ralinstria had been invited to open the new factory.



Nasmullin: Managing the Project: Event 20 The government of Ralinstria is so pleased with the contribution to their country’s economy that the factory will make that they want you to come for a vacation at their expense!


The Nasmullin Product Development Project: Assessor/Facilitator Briefs

38

20

15

41

33

35

19

Dog food

Laundry detergent

Toy

Baby food

Ready meals

Candy

Sandals

Project

Factory area 2 (000 ft )

19

35

33

41

15

20

38

Factory rent 2 (10/000 ft RS 000)

1,900

3,500

3,300

4,100

1,500

2,000

3,800

Shop-floor employee area/10

190

350

330

410

150

200

380

Wages (100/year RS 000)

Nasmullin: Project Costs Summary

31

19

25

12

33

27

15

Managerial and specialist employee

620

380

500

240

660

540

300

Salaries (200/year RS 000)

275

400

200

350

315

300

220

Marketing budget (RS 000)

110

175

100

220

125

180

150

R&D budget (RS 000)

175

225

325

275

200

250

300

Raw materials costs (RS 000)

1,389

1,565

1,488

1,536

1,465

1,490

1,388

Total costs (RS 000)

*/NASM/AB1/1 of 1

361


*/NASM/AB2/1 of 4

Nasmullin: Project Data Lists Product

Numbers

Costs

Dog Food Factory area 000 ft2

At RS 10/year per 1,000 ft2


Calc at 1 per 1,000 ft2 of factory area

Wages

RS 100/year each

Managers and specialists Salaries

8

38

3,800 380 15

RS 200/year each

300

Marketing budget

220

R & D budget

150

Materials costs

300 1,388

Total Costs Laundry Detergent Factory area 000 ft2




Wages

RS 100/year each


20

20

2,000 200 27

RS 200/year each

540

Marketing budget

300

R & D budget

180

Materials costs

250 1,490

Total Costs


*/NASM/AB2/2 of 4

Product

Numbers

Costs

Children’s Toy Factory area 000 ft2




Wages

RS 100/year each


15

15

1,500 150 33

RS 200/year each

660

Marketing budget

315

R & D budget

125

Materials costs

200 1,465

Total Costs Baby Food Factory area 000 ft2




Wages

RS 100/year each


41

41

4,100

12 RS 200/year each

240

Marketing budget

350

R & D budget

220

Materials costs

275 1,536

Total Costs


*/NASM/AB2/3 of 4

Product

Numbers

Costs

Ready Meals Factory area 000 ft2




Wages

RS 100/year each


33

33

3,300 330 25

RS 200/year each

500

Marketing budget

200

R & D budget

100

Materials costs

325 1,488

Total Costs Candy Factory area 000 ft2




Wages

RS 100/year each


35

35

3,500 350 19

RS 200/year each

380

Marketing budget

400

R & D budget

175

Materials costs

225 1,565

Total Costs


*/NASM/AB2/4 of 4

Product

Numbers

Costs

Sandals Factory area 000 ft2




Wages

RS 100/year each


19

19

1,900 190 31

RS 200/year each

620

Marketing budget

275

R & D budget

110

Materials costs

175 1,389

Total Costs


*/DUBC/AB3/1 of 2

Nasmullin: Managing the Project: Event Listing 1.

The company undertaking the materials research advise that they will need to change one of the materials for something that will add 10 percent to overall material costs. Research is stopped pending a decision on this.

2.

It is providing difficult to find a suitable factory to rent within the time available. There is one that is the right size but is poorly laid out and lacks decent facilities for employees. Another is in a very good state but is situated in an area that is difficult to reach. Yet another option is reasonable but would involve taking on 10 percent more floor area than required.

3.

Due to the delay in materials research, the start of product development has had to be postponed for a week. Can the research manager pay overtime to catch up on the time?

4.

Market testing of the product has revealed that customers are very skeptical about the need for such a product.

5.

The product specification is almost ready, but a key technician has had an accident and the research department has no one else with the key skills.

6.

On attempting to place the materials order, it has been found that a long-time supplier is having serious financial problems and cannot accept our order without a larger advance payment. They represent 30 percent of the total materials budget. Previous attempts to find alternative suppliers for these materials were unsuccessful.

7.

Security reports that they believe someone is hacking into the computers and may be accessing commercially sensitive research results.

8.

Our lawyer in Ralinstria is about to sign the contract to rent the factory. However, during a routine inspection, it has been found that the premises have been vandalized.

9.

The initial advertising for the new product has been reported to the Advertising Standards Agency as being offensive and racist.

10. The packaging trials have highlighted the fact that packaging of Nasmullin’s existing products is not being done with environmentally friendly materials.


*/NASM/AB3/2 of 2

11. Local Nasmullin employees and others are picketing outside the new factory and trying to prevent the machinery engineers from entering. They are claiming insufficient consultation about the move to a new location. 12. A UK national television channel wants to interview someone about “all these rumors about Nasmullin having a lot of problems.” 13. The machinery is now being installed, but the vendor’s engineers are complaining that the existing wiring is unsuitable and potentially dangerous. 14. The press in Ralinstria are asking if it’s true that Nasmullin plans to force employees to transfer to a different factory. 15. The latest advertising has gone out nationally and the switchboard has been brought to a standstill by the number of suppliers calling to complain that they have no stocks yet. 16. The first delivery of raw materials has arrived and is 20 percent underweight. Normal shortfalls in this industry are 5 percent. 17. During the induction program for the managers, one of them has suggested that several of the shop floor employees are known troublemakers and should be dismissed while we have the chance. 18. The prime minister of Ralinstria is asking when you expect her at the grand opening of the new factory. 19. The chairman of Nasmullin wants to know who neglected to tell him that the prime minister of Ralinstria had been invited to open the new factory. 20. The government of Ralinstria is so pleased with the contribution to their country’s economy that the factory will make that they want you to come for a vacation at their expense!


The Town of Valleys Merger: Participant Briefs Part 1: RECOMMENDATION and COMBINED

RECO/VALL/PB1/1 of 1

Rivers to Valleys: General Brief You were recently appointed as a manager in the village of Rivers. However, you had barely started in the post before changes were initiated by state government. As a result, Rivers is required to merge with the adjoining village of Vale and will be known as the Town of Valleys. Each village was structured in a similar way, had about the same size budgets and numbers of staff, and had similar roles to play in their areas. By coincidence, each village has been in the process of building a new town hall. Both town halls will be ready for occupation shortly and it is planned to take this opportunity to relocate in a way that reflects the merger. The intention is that each “pair” of departments will be physically merged into a space in one of the new town halls. In the short term, all managers will be expected to team up with their counterparts and run the merged villages jointly. In the longer term, decisions will probably have to be made about who becomes the department head and who becomes deputy. Details of your about-to-be-merged town are attached. Please note that the Town of Valleys will operate on the cost center system, where each department has its own budget, and cross-charges are made for services provided. Department managers have complete authority over the way budgets are applied. Each budget covers staff costs, including provision for performance-related pay; relevant operating costs such as travel, telephones, etc.; fees for support services such as maintenance and catering; and a planned projects allocation. It has also been announced that the merged town is to set up a project team that will handle the implementation of the myriad of changes that are going to be needed. The members of this project team will be proposed by their colleagues, but the final choice will be made by management. Your current (Rivers) team has been working extra hours to reach a consensus on who among them they would like to see on the project team. They have considered the needs of the town carefully and put forth the name of the person they believe will make the best contribution to the new project team. They are hopeful that you will persuade the other managers to accept their nominee. The project team will have two fewer members than there are departments, so several nominees will not be appointed.



Rivers to Valleys: General Brief You were recently appointed as a manager in the village of Vale. However, you had barely started in the position before changes were initiated by state government. As a result, Vale is required to merge with the adjoining village of Rivers and will be known as the Town of Valleys. Each village was structured in a similar way, had about the same size budgets and numbers of staff, and had similar roles to play in their areas. By coincidence, each village has been in the process of building a new town hall. Both town halls will be ready for occupation shortly, and it is planned to take this opportunity to relocate in a way that reflects the merger. The intention is that each “pair” of departments will be physically merged into a space in one of the new town halls. In the short term, all managers will be expected to team up with their counterparts and run the merged villages jointly. In the longer term, decisions will probably have to be made about who becomes the department head and who becomes deputy. Details of your about-to-be-merged town are attached. Please note that the Town of Valleys will operate on the cost center system, where each department has its own budget, and cross-charges are made for services provided. Department managers have complete authority over the way budgets are applied. Each budget covers staff costs, including provision for performance-related pay; relevant operating costs such as travel, telephones, etc.; fees for support services such as maintenance and catering; and a planned projects allocation. It has also been announced that the merged town is to set up a project team that will handle the implementation of the myriad of changes that are going to be needed. The members of this project team will be proposed by their colleagues, but the final choice will be made by management. Your current (Vale) team has been working extra hours to reach a consensus on who among them they would like to see on the project team. They have considered the needs of the town carefully and put forth the name of the person they believe will make the best contribution to the new project team. They are hopeful that you will persuade the other managers to accept their nominee. The project team will have two fewer members than there are departments, so several nominees will not be appointed.



Valleys: General Brief: Finance You were the manager of the Finance Administration Department, so you will now be sharing responsibility for the merged unit in Valleys. Attached are the details of the people who were selected by the villages of Vale and Rivers groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Vale and Rivers details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major areas that have been selected by the Valleys’ senior management as key activities associated with implementing the merger. These include the following: • • • •

Installation of additional computer equipment PR (public relations) campaigns Benchmarking (comparing your processes with those in other organizations) Culture change activities and events

The Finance Department will be focusing most on benchmarking. It is expected that comparing processes and procedures across a range of organizations will generate considerable efficiencies. Attention will also be paid to running some culture change events, with a fairly nominal involvement in installing more computer equipment. It has been decided that PR campaigns will be deferred until more money can be provided within the budget.



Valleys: Departmental Brief: Community Liaison You were the manager of the Community Liaison Department, so you will now be sharing responsibility for the merged unit in Valleys. Attached are the details of the people who were selected by the villages of Vale and Rivers groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Vale and Rivers details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Valleys’ senior management as key activities associated with implementing the merger. These include the following: • • • •


The Community Liaison Department will be focusing most on installing new computers. There is an urgent need to upgrade the way information is handled and especially to make it more secure. Attention will also be paid to a moderate PR campaign, with a fairly nominal involvement in a trial benchmarking project. It has been decided that culture change activities will be deferred until more money can be provided within the budget.



Valleys: Departmental Brief: Legal You were the manager of the Legal Department, so you will now be sharing responsibility for the merged unit in Valleys. Attached are the details of the people who were selected by the villages of Vale and Rivers groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Vale and Rivers details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Valleys’ senior management as key activities associated with implementing the merger. These include the following: • • • •


The Legal Department will be focusing most on running PR campaigns. There have been a series of PR disasters recently, and it is essential that public perceptions of the department be improved. Attention will also be paid to running some culture change events, with a fairly nominal involvement in new computer equipment. It has been decided that benchmarking will be deferred until more money can be provided within the budget.



Valleys: Departmental Brief: Housing You were the manager of the Housing Department, so you will now be sharing responsibility for the merged unit in Valleys. Attached are the details of the people who were selected by the villages of Vale and Rivers groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Vale and Rivers details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Valleys’ senior management as key activities associated with implementing the merger. These include the following: • • • •


The Housing Department will be focusing most on running PR campaigns. There have been a series of PR disasters recently, and it is essential that public perceptions of the department be improved. Attention will also be paid to running some culture change events, with a fairly nominal involvement in a trial benchmarking project. It has been decided that new computer equipment will be deferred until more money can be provided within the budget.



Valleys: Departmental Brief: Education You were the manager of the Education Department, so you will now be sharing responsibility for the merged unit in Valleys. Attached are the details of the people who were selected by the villages of Vale and Rivers groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Vale and Rivers details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Valleys’ senior management as key activities associated with implementing the merger. These include the following: • • • •


The Education Department will be focusing most on culture change. It is felt that the employees in this department will need considerable encouragement, plus skills training, if they are to shake off the old village mentality. Attention will also be paid to a trial benchmarking project and installing more computer equipment. It has been decided that PR campaigns will be deferred until more money can be provided within the budget.



Valleys: Departmental Brief: Planning You were the manager of the Planning Department, so you will now be sharing responsibility for the merged unit in Valleys. Attached are the details of the people who were selected by the villages of Vale and Rivers groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Vale and Rivers details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Valleys’ senior management as key activities associated with implementing the merger. These include the following: • • • •


The Planning Department will be focusing most on installing new computers. There is an urgent need to upgrade the way information is handled and especially to make it more secure. Attention will also be paid to a moderate PR campaign, with a fairly nominal involvement in a trial benchmarking project. It has been decided that culture change activities will be deferred until more money can be provided within the budget.



Valleys: Departmental Brief: Social Services You were the manager of the Social Services Department, so you will now be sharing responsibility for the merged unit in Valleys. Attached are the details of the people who were selected by the villages of Vale and Rivers groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Vale and Rivers details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Valleys’ senior management as key activities associated with implementing the merger. These include the following: • • • •


The Social Services Department will be focusing most on culture change. It is felt that the employees in this department will need considerable encouragement plus skills training if they are to shake off the old village mentality. Attention will also be paid to running a moderate PR campaign, with a fairly nominal involvement in installing more computer equipment. It has been decided that benchmarking will be deferred until more money can be provided within the budget.



Valleys: Departmental Brief: Highways You were the manager of the Highway Department, so you will now be sharing responsibility for the merged unit in Valleys. Attached are the details of the people who were selected by the villages of Vale and Rivers groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Vale and Rivers details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Valleys’ senior management as key activities associated with implementing the merger. These include the following: • • • •


The Highway Department will be focusing on benchmarking. It is expected that comparing processes and procedures across a range of organizations will generate considerable efficiencies. Attention will also be paid to a moderate PR campaign, with a fairly nominal involvement in running some culture change events. It has been decided that new computer equipment will be deferred until more money can be provided within the budget.



Valleys: Finance Dept.: Applicant Summaries Name: Brendan Male/Female: M

Age: 41

Length of service (years): 10

Qualifications: Accountant, degree in Business Studies Summary of experience: 10 years as accountant for Vale Has worked on budgets for each main department Previous employment: Accounts clerk – Kodak Accountant for town government Overview of recent appraisals: Conscientious, accurate, methodical. Occasionally takes too long because of attention to detail Name: Sumitra Male/Female: F

Age: 32


Qualifications: Accountant, B.A. in Cost Accountancy Summary of experience: 6 years as senior accountant for Rivers Has prepared long-term financial forecasts for entire town Previous employment: Accountant for oil company Cost administrator for home building company Overview of recent appraisals: Enthusiastic, lots of ideas, assertive; tendency to start too many projects at once



Valleys: Liaison Dept.: Applicant Summaries Name: Raj Male/Female: M

Age: 30


Qualifications: B.A. in Community Liaison Summary of experience: 6 years in Social Services department administration 5 years in Highways Moved to Community Liaison as group leader when department was set up 3 years ago Previous employment: Joined Vale straight from school Overview of recent appraisals: Calm, personable, gets along well with colleagues and is an excellent representative of the organization Name: Mary Male/Female: F

Age: 38


Qualifications: Certificate in Public Relations; B.A. in Management Summary of experience: Began as secretary in Legal Department 6 years ago; joined project team setting up new Community Liaison Department Appointed to senior supervisor 4 years ago. Previous employment: Secretarial posts in several large organizations, including two other towns Overview of recent appraisals: Steady, reliable, can always be trusted to make sensible decisions



Valleys: Legal Dept.: Applicant Summaries Name: Peter Male/Female: M

Age: 28


Qualifications: Attorney; Certificate in Computer Science Summary of experience: Handles employment law Represents Vale at meetings with state government to discuss legal issues Previous employment: 3 years at a city legal firm dealing with employment law cases Overview of recent appraisals: High flyer; excellent grasp of legal situation; takes a broad strategic view Name: Nayna Male/Female: F

Age: 42


Qualifications: Degree in Law, Economics and Finance B.A. in Environmental Management Summary of experience: 6 years as personnel officer 11 years legal negotiating on behalf of Rivers, specializing lately in property sales and purchases Previous employment: Clerical assistant—zoning board Personnel assistant—zoning board Overview of recent appraisals: Skilled negotiator who understands how to establish a rapport and influence people



Valleys: Housing Dept.: Applicant Summaries Name: Pia Male/Female: F

Age: 22


Qualifications: Currently studying for degree in Housing Management Summary of experience: 2 years in charge of Vale’s Barnaby Estate Previous employment: Temporary job with housing organization, introducing new systems Overview of recent appraisals: Enthusiastic, hard working, willing to put in the effort to produce outstanding results; has had a considerable impact on the Barnaby Estate Name: Edgar Male/Female: M

Age: 44


Qualifications: Certificate in Housing Management B.A. in Anthropology Summary of experience: 6 years in Rivers Training Department (administration) 4 years as team leader in Housing Previous employment: 6 years with town of Vale Education Department Before that had series of temporary jobs interspersed with overseas travel Overview of recent appraisals: Knowledgeable; has benefit of experience in several environments, which has given him the gift of understanding a variety of perspectives



Valleys: Teaching Dept.: Applicant Summaries Name: Kaare Male/Female: M

Age: 28


Qualifications: B.A. in Education Certificate in counseling Summary of experience: Joined Vale as a teacher but transferred after one year into the Department of Education Is a team leader responsible for three schools Previous employment: Work experience positions only Overview of recent appraisals: Skilled communicator who takes a keen interest in management theories and practices. Name: Evelyn Male/Female: F

Age: 31


Qualifications: Psychologist M.A. in Education Summary of experience: 2 years administration in middle schools 4 years administration in high schools Previous employment: Head of Community Schools in Africa, Canada, and the United States Overview of recent appraisals: Extremely competent manager with considerable experience and insight into the management of schools



Valleys: Planning Dept.: Applicant Summaries Name: Blaine Male/Female: F

Age: 23


Qualifications: B.A. in Environmental Science Currently studying for degree in Town Planning Summary of experience: Joined after college on 3-year program as potential town planner Previous employment: N/A Overview of recent appraisals: Intelligent, quick to grasp significance, innovative problem solver who is a popular member of the team Name: Abraham Male/Female: M

Age: 41


Qualifications: B.A. in Planning Management Associates degree in Computers and Planning Summary of experience: 8 years planner 4 years senior planner 4 years manager, planning systems Previous employment: Entrepreneur—owns a local photography business Overview of recent appraisals: Reliable—consistently produces high-quality work to exacting deadlines; reputation for developing his staff through delegation and coaching



Valleys: Finance Dept.: Applicant Summaries Name: Susan Male/Female: F

Age: 34


Qualifications: M.A. in Business Administration; qualified social worker Summary of experience: 5 years section leader 2 years administrator Previous employment: 4 years administration in major hospital 1 year major department store management Overview of recent appraisals: Excellent planner and administrator; maintains high quality standards; work is always completed accurately and on time; good with people Name: Tehemtan Male/Female: M

Age: 37


Qualifications: B.A. in Management; qualified social worker Summary of experience: 4 years senior social services officer 4 years social services coordinator 3 years social worker Previous employment: 4 years in administrative position with international charity Overview of recent appraisals: Skilled team leader, excellent mediator and facilitator, takes a broad view, and leaves people feeling valued and motivated; occasional lack of self-control; loses temper rather easily



Valleys: Finance Dept.: Applicant Summaries Name: Murray Male/Female: M

Age: 25


Qualifications: Degree in Highway Planning Certificate in History of Roads Summary of experience: Senior Highway Engineer Previous employment: N/A Overview of recent appraisals: Well-rounded individual who has been a considerable asset to the department; excellent team member; cooperative and persuasive Name: Garvani Male/Female: F

Age: 26


Qualifications: Degree in Highway Construction Certified Engineer Summary of experience: 2 years senior highways engineer 1 year section leader: new development Previous employment: 2 years State highway department Overview of recent appraisals: High flyer who shows initiative and enthusiasm; high-quality problem solving and decision making



Valleys: Departmental Budget: Finance Department Costs

Finance ($)

Direct Operating Costs Salaries: managerial Salaries: professional/specialists Salaries: administrative Salaries: clerical Total Salaries Performance-related Total Direct Operating Indirect Operating Costs Pensions, sick pay Travel and subsistence Stationery and printing Postage and telephones Total Indirect Operating

900. 00 750. 00 660. 00 400. 00 2,710. 00 405. 15 3,115. 15 934. 55 15. 00 20. 00 14. 00 983. 55

Fees for Support Services Public relations Training and development Recruitment Building maintenance Catering services IT systems support Total Support Services

27. 00 3. 00 22. 00 9. 00 18. 00 19. 00 98. 00

Planned Projects Computing equipment PR campaign Benchmarking Culture change events Total Planned Projects

15. 00 0. 00 200. 00 50. 00 265. 00

TOTAL

4,461. 70



Valleys: Departmental Budget: Community Liaison Department Community Liaison ($)

Costs Direct Operating Costs Salaries: managerial Salaries: professional/specialists Salaries: administrative Salaries: clerical Total Salaries Performance-related Total Direct Operating

780. 00 1,000. 00 1,200. 00 380. 00 3,360. 00 504. 00 3,864. 00

Indirect Operating Costs Pensions, sick pay Travel and subsistence Stationery and printing Postage and telephones Total Indirect Operating

1,159. 20 16. 50 19. 00 12. 00 1,206. 70


34. 00 7. 00 40. 00 11. 00 22. 00 30. 00 144. 00


210. 00 45. 00 5. 00 0. 00 260. 00

TOTAL

5,474. 70



Valleys: Departmental Budget: Legal Department Costs

Legal ($)

Direct Operating Costs Salaries: managerial Salaries: professional/specialists Salaries: administrative Salaries: clerical Total Salaries Performance-related Total Direct Operating

600. 00 850. 00 990. 00 120. 00 2,560. 00 384. 00 2,944. 00


883. 20 13. 50 25. 00 25. 00 946. 70


26. 00 4. 00 33. 00 6. 00 12. 00 14. 00 95. 00


27. 00 225. 00 0. 00 60. 00 312. 00

TOTAL

4,297. 70



Valleys: Departmental Budget: Housing Department Costs

Housing ($)


960. 00 550. 00 840. 00 220. 00 2,570. 00 385. 50 2,955. 50


886. 65 19. 00 11. 00 19. 00 935. 65


36. 00 5. 00 28. 00 8. 00 16. 00 24. 00 117. 00


0. 00 230. 00 30. 00 45. 00 305. 00

TOTAL

4,313. 15



Valleys: Departmental Budget: Education Department Costs

Education ($)

Direct Operating Costs Salaries: managerial Salaries: professional/specialists Salaries: administrative Salaries: clerical Total Salaries Performance-related Total Direct Operating Indirect Operating Costs Pensions, sick pay Travel and subsistence Stationery and printing Postage and telephones Total Indirect Operating

840. 00 950. 00 360. 00 350. 00 2,500. 00 375. 00 2,875. 00 862. 50 16. 50 14. 00 15. 00 908. 00


25. 00 6. 00 12. 00 8. 00 16. 00 11. 00 78. 00


58. 00 0. 00 60. 00 255. 00 373. 00

TOTAL

4,234. 00



Valleys: Departmental Budget: Planning Department Costs

Planning ($)


660. 00 1,500. 00 960. 00 70. 00 3,190. 00 478. 50 3,668. 50


1,100. 55 20. 50 8. 00 24. 00 1,153. 05


32. 00 5. 00 32. 00 8. 00 16. 00 6. 00 99. 00


195. 00 40. 00 20. 00 0. 00 255. 00

TOTAL

5,175. 55



Valleys: Departmental Budget: Social Services Department Social Services ($)

Costs Direct Operating Costs Salaries: managerial Salaries: professional/specialists Salaries: administrative Salaries: clerical Total Salaries Performance-related Total Direct Operating

1,020. 00 1,600. 00 450. 00 390. 00 3,460. 00 519. 00 3,979. 00


1,193. 70 24. 50 10. 00 14. 00 1,242. 20


35. 00 7. 00 15. 00 11. 00 22. 00 12. 00 102. 00


5. 00 15. 00 0. 00 190. 00 210. 00

TOTAL

5,533. 20



Valleys: Departmental Budget: Highway Department Costs

Highway ($)


720. 00 600. 00 1,170. 00 300. 00 2,790. 00 418. 50 3,208. 50


962. 55 12. 00 16. 00 17. 00 1,007. 55


28. 00 4. 00 39. 00 8. 00 16. 00 16. 00 111. 00


0. 00 35. 00 205. 00 5. 00 245. 00

TOTAL

4,572. 05



Valleys: Project Team Membership Decision As a team of managers, you now have to reach consensus on the composition of the project team. Remember that this project team must have two fewer members than there are departments. Note also that you are required to discuss and agree on the process whereby you will communicate your decision to all staff. You can assume that the persons named in the applicant summaries are aware of their colleagues’ nominations and will accept the position on the project team willingly if you select them. You should keep in mind that any communication with the staff may well be made available, either formally or in an unauthorized way, to people outside the Town of Valleys. Part of your selection process may well include establishing some selection criteria for membership of the project team; you will need to communicate these criteria to others in the future.


The Town of Valleys Merger: Participant Briefs Part 2: PLANNING and COMBINED (NB: You will also need Part 1 Briefs)

PLAN/VALL/PB1/1 of 1

Valleys: Project Planning Now that you have reached a consensus on the composition of the project team, you need to plan what you want them to do. You should consider factors such as: • • • • • • • • • • • • • •

How you will monitor the activities of the project team The needs of the organization Project team goals and objectives Constraints Potential problems The four key activities selected by senior management Your leadership style(s) Project members’ strengths and weaknesses Project members’ training or development needs Project members’ relationships with other staff Any other factors you think might be relevant How you will communicate with the project team What authority the project team will have How you will communicate with other staff about the project (in addition to your previous communication about your choice of team members)


The Town of Valleys Merger: Participant Briefs Part 3: CONTINGENCY and COMBINED (NB: You will also need Part 1 and 2 Briefs)

CONT/VALL/PB1/1 of 1

Valleys: Managing the Project: General Brief The departments within the Town of Valleys are about to move into the new town hall. Senior management has confirmed that the budget for moving into the new premises is separate from your departmental budgets. Senior management has asked that your newly appointed project team take responsibility for organizing this, under your overall guidance. The project team will then continue with their work of leading the implementation of new working processes and other changes that will be needed. They will also act as troubleshooters for the inevitable problems that will arise during such a significant upheaval. However, you are about to discover that there will be a number of problems that they will have to refer to you for a decision or for extra guidance. You can assume that any activities not reported to you are going according to plan. Unless you hear otherwise, you can also assume that any decisions you make will be implemented. Please note your group responses on the events log that you will be given so as to maintain a record of your decisions. You may find that sometimes you will wish you had information that is not available— managers often have to make decisions without complete information. Keep in mind how important it is that this project goes ahead successfully.


CONT/VALL/DL/1 of 7

Valleys: Managing the Project: Decision Log (Group) Group:

Date:


Event No.


1

2


CONT/VALL/DL/2 of 7

Event No.


3

4

5

6


CONT/VALL/DL/3 of 7

Event No.


7

8

9

10


CONT/VALL/DL/4 of 7

Event No.


11

12

13

14


CONT/VALL/DL/5 of 7

Event No.


15

16

17

18


CONT/VALL/DL/6 of 7

Event No.


19

20

21

22


CONT/VALL/DL/7 of 7

Event No.


23

24

25


CONT/VALL/DL/1 of 7

Valleys: Managing the Project: Decision Log (Individual) Participant:

Event No.

Date:


1

2

3


CONT/VALL/DL/2 of 7

Event No.


4

5

6

7


CONT/VALL/DL/3 of 7

Event No.


8

9

10

11


CONT/VALL/DL/4 of 7

Event No.


12

13

14

15


CONT/VALL/DL/5 of 7

Event No.


16

17

18

19


CONT/VALL/DL/6 of 7

Event No.


20

21

22

23


CONT/VALL/DL/7 of 7

Event No.


24

25


CONT/VALL/EV/COVER

Valleys: Managing the Project Events


449

CONT/VALL/EV/1 of 25

Valleys: Managing the Project: Event 1 You were about to move into the new town hall but were advised that, for reasons outside the control of the Town of Valleys, there will be a delay of 4 weeks before you can do this. However, the existing premises have been sold and you are required to move out of them in 3 weeks. There was meant to be a 3-week overlap period, which should have left plenty of time to complete the move (which was only expected to take 2 days for furniture and another week for computer equipment, etc.). Now there appears to be no overlap time at all—instead there will be a week when you have nowhere to go! 451 Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008


Valleys: Managing the Project: Event 2 Because of the problems generated by the building not being ready, the county is requesting that management consider introducing special counseling for any staff who feel that they have been stressed or traumatized by the uncertainties this delay might have caused. They say this is particularly important because the delay followed so soon after the shock of the merger.



Valleys: Managing the Project: Event 3 The move has now taken place and it has been found that the newly installed telephone system will not function in the way required. The suppliers are insisting that they have worked to the specification provided and that the improvements now being demanded will add $90,000 to the cost. They will not continue installing the systems without authorization for the additional cost; in the meantime, the telephones cannot be used for outgoing calls. 453 Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008


Valleys: Managing the Project: Event 4 A large group of staff are refusing to share locations with their counterparts from the other village. They are insisting that they should be allowed to continue to function separately instead of being put under all this pressure to learn new procedures—especially when the new procedures are not even based on what either village used to do.



Valleys: Managing the Project: Event 5 Local police have just come in and arrested three staff members. They are being charged with drug offenses. All three were key personnel in the Information Technology Department.



Valleys: Managing the Project: Event 6 A group of employees are complaining of sexual harassment by their manager. The manager worked for his village for 15 years, and this is the first indication of any problem. The trained counselor who would normally deal with this under the organization’s sexual harassment policy is unavailable for the next 2 weeks.



Valleys: Managing the Project: Event 7 The local press are asking if there is any truth to the rumor that a very senior manager has been accused by dozens of staff of sexual harassment.



Valleys: Managing the Project: Event 8 Now that the premises have been occupied for a while, the staff are complaining that the heating and air conditioning systems are not working properly in many areas. When they want heating, they get cold air, and when they want air conditioning, they get blasted with heat. Complaints to the Maintenance Department have had no discernible result, and staff are threatening to take direct action.



Valleys: Managing the Project: Event 9 Senior management has just announced that you must make a budget cut of 15 percent, with immediate effect. This is because the Town of Valleys has lost a significant court case and is liable for high costs regarding irregularities in some operating procedures (the exact nature of the problems is confidential and sub judice).



Valleys: Managing the Project: Event 10 The mayor is asking what date has been chosen for the official grand opening of the town hall and how long her speech should last.



Valleys: Managing the Project: Event 11 Junior managers are complaining that the elected counselors are interfering in the work of their sections. Instead of raising questions or complaints with department heads, some counselors are going directly to staff and issuing instructions, sometimes in conflict with regulations. This might be due to the fact that there are several newly elected members since the merger and they are unfamiliar with correct procedures.



Valleys: Managing the Project: Event 12 While working on the heating/air conditioning problem, the Maintenance Department has discovered a number of rats in the boiler room in the basement. There is evidence that someone is leaving food and other garbage in the basement and this is encouraging the rats.



Valleys: Managing the Project: Event 13 The Information Technology Department has warned that there appears to be a “hacker” getting into the computer systems from outside the site. They are accessing highly sensitive material, such as reports about tenants who have caused problems with their neighbors, child welfare cases, and the salaries of staff.



Valleys: Managing the Project: Event 14 Staff are complaining that the new town hall has “sick building syndrome.” They are insisting that external consultants be brought in to investigate this. This would cost $30,000 just for the investigation—and maybe far more if work is needed. None of these costs are in the budget.



Valleys: Managing the Project: Event 15 A key employee has become seriously ill and is likely to be unable to work for at least 12 months. The skills of this employee are very specialized; the only available replacements are one person who was fired from a neighboring town for some undisclosed reason, and another person who has moved to Europe.



Valleys: Managing the Project: Event 16 The PR campaign has started, but complaints have been received that the materials being issued are offensive. The mayor is insisting that they be withdrawn. The PR agency that produced them is insisting that these are highly appropriate materials and that the mayor is listening to a very vocal but misguided minority.



Valleys: Managing the Project: Event 17 Staff are complaining that they cannot see their computer screens because of the way the sunlight streams through the windows in the front of the town hall. The firm of architects responsible for the building design warned that this might happen; it will only happen at this time of year and only for about 6 weeks. Special reflecting glass for the windows will cost at least $20,000 and will take 2 weeks to install.



Valleys: Managing the Project: Event 18 One of the major trade unions that represents town staff has requested that the Town of Valleys recognize them as the official representative body and begin to negotiate with them about salary increases. They advise that they have recruited a high proportion of staff as members, with a sharp increase in membership due to current staff dissatisfaction.



Valleys: Managing the Project: Event 19 The benchmarking project has generated some highly disturbing initial results. There are many areas where the Town of Valleys practices are not in line with best practice elsewhere—and in some cases may even be illegal or dangerous.



Valleys: Managing the Project: Event 20 A series of workshops has been designed that will focus on the culture change program required to create a vibrant Town of Valleys. However, the first 200 staff who have attended (100 per day) seem to have been fairly consistent in their criticism of the program. The program is being run by a consultant who has an excellent reputation for such events; those attending, however, complain of hesitant presenters who appear unable to handle questions about the application of the ideas being taught.



Valleys: Managing the Project: Event 21 A national TV current affairs program wants to interview a senior manager from the Town of Valleys as part of a documentary on village mergers.



Valleys: Managing the Project: Event 22 Health and safety officials have demanded that the staff restaurant be closed until they have completed an inspection. They say that they received an anonymous tip that there are rats in the building.



Valleys: Managing the Project: Event 23 The government has introduced emergency legislation that will require the Town of Valleys to accept and house a large number of homeless. No financial support will be provided beyond the benefit payments made directly to the homeless. Until now, this area has not been a specific destination for the homeless, but this is expected to change because of the availability of space within a new shelter built in the town. 473 Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008


Valleys: Managing the Project: Event 24 The new computers have now been installed in most of the departments scheduled to receive them this year. However, the results of the benchmarking project indicate that the computers have not been installed in the areas with the highest-priority needs. The cost of shifting them across will add $10,000 to the overall project costs for this.



Valleys: Managing the Project: Event 25 You have gained such a good reputation for handling a village merger followed by a move into new government offices that you are now invited to fly to a group of tropical islands and advise their government on how to do the same thing.


The Town of Valleys Merger: Assessor/Facilitator Briefs

660.00 400.00 2,710.00

Salaries: administrative

Salaries: clerical

Total Salaries

934.55 15.00 20.00 14.00 983.55

Travel and expenses

Stationery and printing

Postage and telephones

Total Indirect

3,115.15

Pensions, sick pay

Indirect Operating Costs

Total Direct Operating

405.15

750.00

Salaries: prof./specialists

Performance-related

900.00

Salaries: managerial

Direct Operating Costs

Finance

479

Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008 1,206.70

12.00

19.00

16.50

1,159.20

3,864.00

504.00

3,360.00

380.00

1,200.00

1,000.00

780.00

Community Liaison

946.70

25.00

25.00

13.50

883.20

2,944.00

384.00

2,560.00

120.00

990.00

850.00

600.00

Legal

935.65

19.00

11.00

19.00

886.65

2,955.50

385.50

2,570.00

220.00

840.00

550.00

960.00

Housing

908.00

15.00

14.00

16.50

862.50

2,875.00

375.00

2,500.00

350.00

360.00

950.00

840.00

Education

Valleys: Summary of Proposed Budgets (all figures in $)

1,153.05

24.00

8.00

20.50

1,100.55

3,668.50

478.50

3,190.00

70.00

960.00

1,500.00

660.00

Planning

1,242.20

14.00

10.00

24.50

1,193.70

3,979.00

519.00

3,460.00

390.00

450.00

1,600.00

1,020.00

Social Services

1,007.55

17.00

16.00

12.00

962.55

3,208.50

418.50

2,790.00

300.00

1,170.00

600.00

720.00

Highways

*/VALL/AB1/1 of 2

18

Catering services

480

Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008 200 50 265

Benchmarking

Cultural change events

Total Planned Projects 4,461.70

—

PR campaign

TOTAL

15

Computer equipment

Planned Projects

98

9

Building maintenance

Total Support Services

22

Recruitment

19

3

Training and development

IT systems support

27

Public relations

Fees for Support Services

Finance

12

22

27 225 — 60 312 4,297.70

210 45 5 — 260 5,474.70

95

6

11

144

33

40

14

4

7

30

26

Legal

34

Community Liaison

4,313.15

305

45

30

230

—

117

24

16

8

28

5

36

Housing

4,234

373

255

60

—

58

78

11

16

8

12

6

25

Education

Valleys: Summary of Proposed Budgets (all figures in $)

5,175.55

255

—

20

40

195

99

6

16

8

32

5

32

Planning

5,533.20

210

190

—

15

5

102

12

22

11

15

7

35

Social Services

4,572.05

245

5

205

35

—

111

16

16

8

39

4

28

Highways

*/VALL/AB1/2 of 2

481


Highways

Social services

Planning

Education

Housing

Legal

Comm. Liaison

Finance

Department

12 600

720

1,600

1,020 12

32

1,500

660 17

30

950

840 11

19

550

960 14

11

850

600 16

17

1,000

780 10

20

750

900 13

15

Costs

# profs.

15

Costs

# mgrs.

1,170

39

450

15

960

32

360

12

840

28

990

33

1,200

40

660

22

Costs

# admin.

300

30

390

39

70

7

350

35

220

22

120

12

380

38

400

40

Costs

# cleric.

2,790

3,460

3,190

2,500

2,570

2,560

3,360

2,710

Total salaries costs

418.50

519

478.50

375

385.50

384

504

405.15

Perf.related costs

3,208.50

3,979.00

3,668.50

2,875.00

2,955.50

2,944.00

3,864.00

3,115.15

Total direct costs

962.55

1,193.70

1,100.55

862.50

886.65

883.20

1,159.20

934.55

Pensions

12

24.5

20.5

16.5

19

13.5

16.5

15

Travel

16

10

8

14

11

25

19

20

Stat./ printing

Valleys: Department Staff Numbers and Costs Summary (all costs in $)

17

14

24

15

19

25

12

14

Postage

1,007.55

1,242.20

1,153.05

908.00

935.65

946.70

1,206.70

983.55

Total indirect

*/VALL/AB2/1 of 2

482


Highways

Social Services

Planning

Education

Housing

Legal

Comm. Liaison

Finance

Department

28

35

32

25

36

26

34

27

PR

4

7

5

6

5

4

7

3

Train. & dev.

39

15

32

12

28

33

40

22

Recruit

8

11

8

8

8

6

11

9

Build. maint.

16

22

16

16

16

12

22

18

Catering

16

12

6

11

24

14

30

19

IT support

111

102

99

78

117

95

144

98

Total support

—

5

195

58

—

27

210

15

Comp. equip.

35

15

40

—

230

225

45

—

PR cmpgn.

205

—

20

60

30

—

5

200

Benchmark

5

190

—

255

45

60

—

50

Culture change

Valleys: Department Staff Numbers and Costs Summary (all costs in $)

245

210

255

373

305

312

260

265

Total projs.

4,572.05

5,533.20

5,175.55

4,234.00

4,313.15

4,297.70

5,474.70

4,461.70

Total

*/VALL/AB2/2 of 2

*/VALL/AB3/1 of 3

Valleys: Managing the Project: Events Listing 1.

You were about to move into the new town hall but were advised that, for reasons outside the control of the Town of Valleys, there will be a delay of 4 weeks before you can do this. However, the existing premises have been sold and you are required to move out of them in 3 weeks. There was meant to be a 3-week overlap period, which should have left plenty of time to complete the move (which was only expected to take 2 days for furniture and another week for computer equipment, etc.). Now there appears to be no overlap time at all—instead there will be a week when you have nowhere to go!

2.

Because of the problems generated by the building not being ready, the county is requesting that management consider introducing special counseling for any staff who feel that they have been stressed or traumatized by the uncertainties this delay might have caused. They say this is particularly important because the delay followed so soon after the shock of the merger.

3.

The move has now taken place and it has been found that the newly installed telephone system will not function in the way required. The suppliers are insisting that they have worked to the specification provided and that the improvements now being demanded will add $90,000 to the cost. They will not continue installing the systems without authorization for the additional cost; in the meantime, the telephones cannot be used for outgoing calls.

4.

A large group of staff are refusing to share locations with their counterparts from the other village. They are insisting that they should be allowed to continue to function separately instead of being put under all this pressure to learn new procedures—especially when the new procedures are not even based on what either village used to do.

5.

Local police have just come in and arrested three staff members. They are being charged with drug offenses. All three were key personnel in the Information Technology Department.

6.

A group of employees are complaining of sexual harassment by their manager. The manager worked for his village for 15 years, and this is the first indication of any problem. The trained counselor who would normally deal with this under the organization’s sexual harassment policy is unavailable for the next 2 weeks.

7.

The local press are asking if there is any truth to the rumor that a very senior manager has been accused by dozens of staff of sexual harassment.


*/VALL/AB3/2 of 3 8.

Now that the premises have been occupied for a while, the staff are complaining that the heating and air conditioning systems are not working properly in many areas. When they want heating, they get cold air, and when they want air conditioning, they get blasted with heat. Complaints to the Maintenance Department have had no discernible result, and staff are threatening to take direct action.

9.

Senior management has just announced that you must make a budget cut of 15 percent, with immediate effect. This is because the Town of Valleys has lost a significant court case and is liable for high costs regarding irregularities in some operating procedures (the exact nature of the problems is confidential and sub judice).

10. The mayor is asking what date has been chosen for the official grand opening of the town hall and how long her speech should last. 11. Junior managers are complaining that the elected counselors are interfering in the work of their sections. Instead of raising questions or complaints with department heads, some counselors are going directly to staff and issuing instructions, sometimes in conflict with regulations. This might be due to the fact that there are several newly elected members since the merger and they are unfamiliar with correct procedures. 12. While working on the heating/air conditioning problem, the Maintenance Department has discovered a number of rats in the boiler room in the basement. There is evidence that someone is leaving food and other garbage in the basement and this is encouraging the rats. 13. The Information Technology Department has warned that there appears to be a “hacker” getting into the computer systems from outside the site. They are accessing highly sensitive material, such as reports about tenants who have caused problems with their neighbors, child welfare cases, and the salaries of staff. 14. Staff are complaining that the new town hall has “sick building syndrome.” They are insisting that external consultants be brought in to investigate this. This would cost $30,000 just for the investigation—and maybe far more if work is needed. None of these costs are in the budget. 15. A key employee has become seriously ill and is likely to be unable to work for at least 12 months. The skills of this employee are very specialized; the only available replacements are one person who was fired from a neighboring town for some undisclosed reason, and another person who has moved to Europe. 16. The PR campaign has started, but complaints have been received that the materials being issued are offensive. The mayor is insisting that they be withdrawn. The PR agency that produced them is insisting that these are highly appropriate materials and that the mayor is listening to a very vocal but misguided minority.


*/VALL/AB3/3 of 3 17. Staff are complaining that they cannot see their computer screens because of the way the sunlight streams through the windows in the front of the town hall. The firm of architects responsible for the building design warned that this might happen; it will only happen at this time of year and only for about 6 weeks. Special reflecting glass for the windows will cost at least $20,000 and will take 2 weeks to install. 18. One of the major trade unions that represents town staff has requested that the Town of Valleys recognize them as the official representative body and begin to negotiate with them about salary increases. They advise that they have recruited a high proportion of staff as members, with a sharp increase in membership due to current staff dissatisfaction. 19. The benchmarking project has generated some highly disturbing initial results. There are many areas where the Town of Valleys practices are not in line with best practice elsewhere—and in some cases may even be illegal or dangerous. 20. A series of workshops has been designed that will focus on the culture change program required to create a vibrant Town of Valleys. However, the first 200 staff who have attended (100 per day) seem to have been fairly consistent in their criticism of the program. The program is being run by a consultant who has an excellent reputation for such events; those attending, however, complain of hesitant presenters who appear unable to handle questions about the application of the ideas being taught. 21. A national TV current affairs program wants to interview a senior manager from the Town of Valleys as part of a documentary on village mergers. 22. Health and safety officials have demanded that the staff restaurant be closed until they have completed an inspection. They say that they received an anonymous tip that there are rats in the building. 23. The government has introduced emergency legislation that will require the Town of Valleys to accept and house a large number of homeless. No financial support will be provided beyond the benefit payments made directly to the homeless. Until now, this area has not been a specific destination for the homeless, but this is expected to change because of the availability of space within a new shelter built in the town. 24. The new computers have now been installed in most of the departments scheduled to receive them this year. However, the results of the benchmarking project indicate that the computers have not been installed in the areas with the highest-priority needs. The cost of shifting them across will add $10,000 to the overall project costs for this. 25. You have gained such a good reputation for handling a village merger followed by a move into new government offices that you are now invited to fly to a group of tropical islands and advise their government on how to do the same thing.


The Brabent Hospital Merger: Participant Briefs Part 1: RECOMMENDATION and COMBINED

RECO/BRAB/PB1/1 of 1

Heidigger to Brabent: General Brief You were recently appointed as a manager in Heidigger Hospital. However, you had barely started in the position before changes were initiated by the government. As a result, Heidigger is required to merge with the adjoining Mayflower Hospital and will be known as Brabent Hospital. Each hospital was structured in a similar way, had about the same size budgets and numbers of staff, and had similar roles to play in their areas. By coincidence, each hospital has been in the process of building new premises. These will be ready for occupation shortly, and it is planned to take this opportunity to relocate in a way that reflects the merger. The intention is that each “pair” of departments will be physically merged into a space in one of the new hospital buildings. In the short term, all managers will be expected to team up with their counterparts and run the merged departments jointly. In the longer term, decisions will probably have to be made about who becomes the department head and who becomes deputy. Details of your about-to-be merged department are attached. Please note that Brabent will operate on the cost center system, where each department has its own budget and crosscharges are made for services provided. Department managers have complete authority over the way budgets are applied. Each budget covers staff costs, including provision for performance-related pay; relevant operating costs such as travel, telephones, etc.; fees for support services such as maintenance and catering; and a planned projects allocation. It has also been announced that the merged hospital is to set up a project team that will handle the implementation of the myriad of changes that are going to be needed. The members of this project team will be proposed by their colleagues, but the final choice will be made by management. Your current (Heidigger) team has been working extra hours to reach a consensus on who among them they would like to see on the project team. They have considered the needs of the organization carefully and put forward the name of the person they believe will make the best contribution to the new project team. They are hopeful that you will persuade the other managers to accept their nominee. The project team will have two fewer members than there are departments, so several nominees will not be appointed.



Mayflower to Brabent: General Brief You were recently appointed as a manager in Mayflower Hospital. However, you had barely started in the position before changes were initiated by the government. As a result, Mayflower is required to merge with the adjoining Heidigger Hospital and will be known as Brabent Hospital. Each hospital was structured in a similar way, had about the same size budgets and numbers of staff, and had similar roles to play in their areas. By coincidence, each hospital has been in the process of building new premises. These will be ready for occupation shortly, and it is planned to take this opportunity to relocate in a way that reflects the merger. The intention is that each “pair” of departments will be physically merged into a space in one of the new hospital buildings. In the short term, all managers will be expected to team up with their counterparts and run the merged departments jointly. In the longer term, decisions will probably have to be made about who becomes the department head and who becomes deputy. Details of your about-to-be merged department are attached. Please note that Brabent will operate on the cost center system, where each department has its own budget and crosscharges are made for services provided. Department managers have complete authority over the way budgets are applied. Each budget covers staff costs, including provision for performance-related pay; relevant operating costs such as travel, telephones, etc.; fees for support services such as maintenance and catering; and a planned projects allocation. It has also been announced that the merged hospital is to set up a project team that will handle the implementation of the myriad of changes that are going to be needed. The members of this project team will be proposed by their colleagues, but the final choice will be made by management. Your current (Mayflower) team has been working extra hours to reach a consensus on who among them they would like to see on the project team. They have considered the needs of the organization carefully and put forward the name of the person they believe will make the best contribution to the new project team. They are hopeful that you will persuade the other managers to accept their nominee. The project team will have two fewer members than there are departments, so several nominees will not be appointed.



Brabent: Departmental Brief: Finance You were the manager of the Finance Administration Department, so you will now be sharing responsibility for the merged unit in Brabent. Attached are the details of the people who were selected by the Heidigger Hospital and Mayflower Hospital groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Heidigger and Mayflower details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major areas that have been selected by Brabent’s senior management as key activities associated with implementing the merger. These include the following: • • • •


The Finance Department will be focusing most on benchmarking. It is expected that comparing processes and procedures across a range of organizations will generate considerable efficiencies. Attention will also be paid to running some culture change events, with a fairly nominal involvement in installing more computer equipment. It has been decided that PR campaigns will be deferred until more money can be provided within the budget.



Brabent: Departmental Brief: Records You were the manager of the Records Department, so you will now be sharing responsibility for the merged unit in Brabent. Attached are the details of the people who were selected by the Heidigger Hospital and Mayflower Hospital groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Heidigger and Mayflower details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Brabent’s senior management as key activities associated with implementing the merger. These include the following: • • • •


The Records Department will be focusing most on installing new computers. There is an urgent need to upgrade the way information is handled, and especially to make it more secure. Attention will also be paid to a moderate PR campaign, with a fairly nominal involvement in a trial benchmarking project. It has been decided that culture change activities will be deferred until more money can be provided within the budget.



Brabent: Departmental Brief: Legal You were the manager of the Legal Department, so you will now be sharing responsibility for the merged unit in Brabent. Attached are the details of the people who were selected by the Heidigger Hospital and Mayflower Hospital groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Heidigger and Mayflower details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Brabent’s senior management as key activities associated with implementing the merger. These include the following: • • • •


The Legal Department will be focusing most on running PR campaigns. There have been a series of PR disasters recently, and it is essential that public perceptions of the department be improved. Attention will also be paid to running some culture change events, with a fairly nominal involvement in new computer equipment. It has been decided that benchmarking will be deferred until more money can be provided within the budget.



Brabent: Departmental Brief: Research You were the manager of the Research Department, so you will now be sharing responsibility for the merged unit in Brabent. Attached are the details of the people who were selected by the Heidigger Hospital and Mayflower Hospital groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Heidigger and Mayflower details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Brabent’s senior management as key activities associated with implementing the merger. These include the following: • • • •


The Research Department will be focusing most on running PR campaigns. There have been a series of PR disasters recently, and it is essential that public perceptions of the department be improved. Attention will also be paid to running some culture change events, with a fairly nominal involvement in a trial benchmarking project. It has been decided that new computer equipment will be deferred until more money can be provided within the budget.



Brabent: Departmental Brief: Training You were the manager of the Training Department, so you will now be sharing responsibility for the merged unit in Brabent. Attached are the details of the people who were selected by the Heidigger Hospital and Mayflower Hospital groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Heidigger and Mayflower details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Brabent’s senior management as key activities associated with implementing the merger. These include the following: • • • •


The Training Department will be focusing most on culture change. It is felt that the employees in this department will need considerable encouragement, plus skills training, if they are to shake off the old hospital trust mentality. Attention will also be paid to a trial benchmarking project and installing more computer equipment. It has been decided that PR campaigns will be deferred until more money can be provided within the budget.



Brabent: Departmental Brief: Medical Maintenance You were the manager of the Medical Maintenance Department, so you will now be sharing responsibility for the merged unit in Brabent. Attached are the details of the people who were selected by the Heidigger Hospital and Mayflower Hospital groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Heidigger and Mayflower details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Brabent’s senior management as key activities associated with implementing the merger. These include the following: • • • •


The Medical Maintenance Department will be focusing most on installing new computers. There is an urgent need to upgrade the way information is handled and especially to make it more secure. Attention will also be paid to a moderate PR campaign, with a fairly nominal involvement in a trial benchmarking project. It has been decided that culture change activities will be deferred until more money can be provided within the budget.



Brabent: Departmental Brief: Purchasing You were the manager of the Purchasing Department, so you will now be sharing responsibility for the merged unit in Brabent. Attached are the details of the people who were selected by the Heidigger Hospital and Mayflower Hospital groups as their nominees for the project team. Also attached is some information about staff members and ongoing expenditure for the new department. This has been produced by adding together the Heidigger and Mayflower details, which were quite similar to each other, and forms part of the budget for the first year of joint operation. In addition, there are four major project areas that have been selected by Brabent’s senior management as key activities associated with implementing the merger. These include the following: • • • •


The Purchasing Department will be focusing most on culture change. It is felt that the employees in this department will need considerable encouragement, plus skills training, if they are to shake off the old hospital trust mentality. Attention will also be paid to running a moderate PR campaign, with a fairly nominal involvement in installing more computer equipment. It has been decided that benchmarking will be deferred until more money can be provided within the budget.



Brabent: Finance Dept.: Applicant Summaries Name: Barbara Male/Female: F

Age: 41


Qualifications: Accountant, B.A. in Business Studies Summary of experience: 10 years as accountant for Mayflower Has worked on budgets for each main department Previous employment: Accounts clerk – Kodak Accountant for New York teaching hospital Overview of recent appraisals: Conscientious, accurate, methodical; occasionally takes too long because of attention to detail Name: Parva Male/Female: M

Age: 32


Qualifications: Accountant, degree in Cost Accounting Summary of experience: 6 years as senior accountant for Heidigger Has prepared long-term financial forecasts for total organization Previous employment: Accountant for oil company Cost administrator for hospital construction company Overview of recent appraisals: Enthusiastic, lots of ideas, assertive; tendency to start too many projects at once



Brabent: Records Dept.: Applicant Summaries Name: Matya Male/Female: F

Age: 30


Qualifications: Degree in Records Administration Certificate in Business Studies Summary of experience: 6 years in Medical Maintenance; 5 years in Research Moved to Records as group leader 3 years ago to head up new unit focused on procedure changes Previous employment: Joined Mayflower straight out of college Overview of recent appraisals: Calm, personable, gets along well with colleagues and is an excellent representative of the organization Name: Ryan Male/Female: M

Age: 38


Qualifications: Certificate in Public Relations; B.A. in Management Summary of experience: Began as secretary in Legal Department 6 years ago; joined project team reviewing procedures in Records Appointed to senior supervisor 4 years ago Previous employment: Secretarial posts in several large organizations, including two major hospitals Overview of recent appraisals: Steady, reliable; can always be trusted to make sensible decisions



Brabent: Legal Dept.: Applicant Summaries Name: Leo Male/Female: M

Age: 28


Qualifications: Attorney; Certificate in Computer Science Summary of experience: Handles employment law Represents Mayflower at meetings with government officials to discuss legal issues Previous employment: 3 years at a city legal firm dealing with employment law cases Overview of recent appraisals: High flyer; excellent grasp of legal situation; takes a broad strategic view Name: Beatrice Male/Female: F

Age: 42


Qualifications: Degree in Law, Economics, and Finance B.A. in Environmental Management Summary of experience: 6 years as personnel officer 11 years legal negotiating on behalf of Heidigger, specializing latterly in property sales and purchases Previous employment: Clerical assistant—zoning board Personnel assistant—zoning board Overview of recent appraisals: Skilled negotiator who understands how to establish a rapport and influence people



Brabent: Research Dept.: Applicant Summaries Name: Mac Male/Female: M

Age: 22


Qualifications: Currently studying for degree in Research Methodology Summary of experience: 2 years in charge of Mayflower Oncology Research Unit Previous employment: Temporary job with international pharmaceutical company introducing new systems Overview of recent appraisals: Enthusiastic, hard working, willing to put in the effort to produce outstanding results; has had a considerable impact on the Oncology Research Unit Name: Najwa Male/Female: F

Age: 44


Qualifications: Certificate in Research Management B.A. in Research Management Summary of experience: 6 years in Heidigger Training Department (administration) 4 years as team leader in Teaching Previous employment: 6 years with Heidigger Medical Maintenance Department Before that had series of temporary jobs interspersed with overseas travel Overview of recent appraisals: Knowledgeable; has benefit of experience in several environments that has given her the gift of understanding a variety of perspectives



Brabent: Education Dept.: Applicant Summaries Name: Myoung-Suk Male/Female: F

Age: 28


Qualifications: M.A. in Education Certificate in Counseling Summary of experience: Joined Mayflower as a trainer but transferred after one year into the center Is a team leader responsible for three schools Previous employment: Work experience positions only Overview of recent appraisals: Skilled communicator who takes a keen interest in management theories and practices Name: Leonard Male/Female: M

Age: 31


Qualifications: Psychologist M.A. in Education Summary of experience: 2 years administration manager—nurse training 4 years administration manager—paramedic training Previous employment: Head of training departments in hospitals in Africa, Canada, and the U.K. Overview of recent appraisals: Extremely competent manager with considerable experience and insight into the management of schools



Brabent: Medical Maintenance Dept.: Applicant Summaries Name: Friederica Male/Female: F

Age: 23


Qualifications: B.A. in Design; currently studying for degree in Medical Equipment Design Summary of experience: Joined after college on 3-year program as potential medical equipment engineer Previous employment: N/A Overview of recent appraisals: Intelligent, quick to grasp significance, innovative problem solver who is a popular member of the team Name: Kareem Male/Female: M

Age: 41


Qualifications: B.A. in Maintenance Management Associate’s degree in Computers and Planning Summary of experience: 8 years equipment engineer; 4 years senior equipment engineer 4 years manager, medical engineering systems Previous employment: Entrepreneur—owns a local photography business Overview of recent appraisals: Reliable, consistently produces high-quality work to exacting deadlines; reputation for developing his staff through delegation and coaching



Brabent: Finance Dept.: Applicant Summaries Name: Pat Male/Female: M

Age: 25


Qualifications: Associate’s degree in Procurement B.A. in Economics Summary of experience: Senior purchasing officer Previous employment: N/A Overview of recent appraisals: Well-rounded individual who has been a considerable asset to the department; excellent member; cooperative and persuasive Name: Rowan Male/Female: F

Age: 26


Qualifications: Member, Chartered Institute of Purchasing Degree in Purchasing Systems Summary of experience: 2 years senior purchasing officer 1 year section leader: new developments Previous employment: 2 years in government procurement agency Overview of recent appraisals: High flyer who shows initiative and enthusiasm, high-quality problem solving and decision making



Brabent: Departmental Budget: Finance Department Costs

Finance ($)

Direct Operating Costs Salaries: managerial Salaries: professionals/specialists Salaries: administrative Salaries: clerical Total Salaries Performance-related Total Direct Operating

1,020. 00 850. 00 720. 00 440. 00 3,030. 00 455. 00 3,485. 00


1,046. 00 17. 00 22. 00 16. 00 1,101. 00


30. 00 4. 00 25. 00 10. 00 20. 00 21. 00 110. 00


17. 00 0. 00 220. 00 55. 00 292. 00

TOTAL

4,988. 00



Brabent: Departmental Budget: Records Department Costs

Records ($)


900. 00 1,100. 00 1,320. 00 420. 00 3,740. 00 561. 00 4,301. 00


1,291. 00 19. 00 21. 00 14. 00 1,345. 00


38. 00 8. 00 44. 00 13. 00 25. 00 33. 00 161. 00


231. 00 50. 00 6. 00 0. 00 287. 00

TOTAL

6,094. 00



Brabent: Departmental Budget: Legal Department Costs

Legal ($)


660. 00 950. 00 1,110. 00 140. 00 2,860. 00 429. 00 3,289. 00


987. 00 15. 00 28. 00 28. 00 1,058. 00


29. 00 5. 00 37. 00 7. 00 14. 00 16. 00 108. 00


30. 00 248. 00 0. 00 66. 00 344. 00

TOTAL

4,799. 00



Brabent: Departmental Budget: Research Department Costs

Research ($)


1,080. 00 650. 00 930. 00 250. 00 2,910. 00 437. 00 3,347. 00


1,005. 00 21. 00 13. 00 21. 00 1,060. 00


40. 00 6. 00 31. 00 9. 00 18. 00 27. 00 131. 00


0. 00 253. 00 33. 00 50. 00 336. 00

TOTAL

4,874. 00



Brabent: Departmental Budget: Training Department Costs

Training ($)


780. 00 1,650. 00 1,080. 00 80. 00 3,590. 00 539. 00 4,129. 00


1,239. 00 22. 00 9. 00 27. 00 1,297. 00


36. 00 6. 00 36. 00 9. 00 18. 00 7. 00 112. 00


215. 00 44. 00 22. 00 0. 00 281. 00

TOTAL

5,819. 00



Brabent: Departmental Budget: Maintenance Department Costs

Maintenance ($)


1,140. 00 1,800. 00 510. 00 430. 00 3,880. 00 582. 00 4,462. 00


1,339. 00 27. 00 11. 00 16. 00 1,393. 00


39. 00 8. 00 17. 00 13. 00 25. 00 14. 00 116. 00


6. 00 17. 00 0. 00 209. 00 232. 00

TOTAL

6,203. 00



Brabent: Departmental Budget: Purchasing Department Costs

Purchasing ($)


840. 00 700. 00 1,290. 00 330. 00 3,160. 00 474. 00 3,634. 00


1,091. 00 14. 00 18. 00 19. 00 1,142. 00


31. 00 5. 00 43. 00 9. 00 18. 00 18. 00 124. 00


0. 00 39. 00 226. 00 6. 00 271. 00

TOTAL

5,171. 00



Brabent: Project Team Membership Decision As a team of managers, you now have to reach consensus on the composition of the project team. Remember that this project team must have two fewer members than there are departments. Note also that you are required to discuss and agree on the process whereby you will communicate your decision to all staff. You can assume that the persons named in the applicant summaries are aware of their colleagues’ nominations and will accept the position on the project team willingly if you select them. You should keep in mind that any communication with the staff may well be made available, either formally or in an unauthorized way, to people outside Brabent Hospital. Part of your selection process may include establishing some selection criteria for membership of the project team; you will need to communicate these criteria to others in the future.


The Brabent Hospital Merger: Participant Briefs Part 2: PLANNING and COMBINED (NB: You will also need Part 1 Briefs)

PLAN/BRAB/PB1/1 of 1

Brabent: Project Planning Now that you have reached a consensus on the composition of the project team, you need to plan what you want them to do. You should consider factors such as: • • • • • • • • • • • • • •

How you will monitor the activities of the project team The needs of the organization Project team goals and objectives Constraints Potential problems The four key activities selected by senior management Your leadership style(s) Project members’ strengths and weaknesses Project members’ training or development needs Project members’ relationships with other staff Any other factors you think might be relevant How you will communicate with the project team What authority the project team will have How you will communicate with other staff about the project (in addition to your previous communication about your choice of team members)


The Brabent Hospital Merger: Participant Briefs Part 3: CONTINGENCY and COMBINED (NB: You will also need Part 1 and 2 Briefs)

CONT/BRAB/PB1/1 of 1

Brabent: Managing the Project Team: General Brief Brabent Hospital is about to move into the new hospital buildings. Senior management has confirmed that the budget for moving into the new premises is separate from your departmental budgets. Senior management has asked that your newly appointed project team take responsibility for organizing this, under your overall guidance. The project team will then continue with their work of leading the implementation of new working processes and other changes that will be needed. They will also act as troubleshooters for the inevitable problems that will arise during such a significant upheaval. However, you are about to discover that there will be a number of problems that they will have to refer to you for a decision or for extra guidance. You can assume that any activities not reported to you are going according to plan. Unless you hear otherwise, you can also assume that any decisions you make will be implemented. Please note your group responses on the events log that you will be given so as to maintain a record of your decisions. You may find that sometimes you will wish you had information that is not available— managers often have to make decisions without complete information. Keep in mind how important it is that this project go ahead successfully.


CONT/BRAB/DL/1 of 7

Brabent: Managing the Project: Decision Log (Group) Group:

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CONT/BRAB/DL/1 of 7

Brabent: Managing the Project: Decision Log (Individual) Participant:

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CONT/BRAB/EV/COVER

Brabent: Managing the Project Events


561

CONT/BRAB/EV/1 of 25

Brabent: Managing the Project: Event 1 You were about to move into the new hospital buildings but were advised that, for reasons outside the control of Brabent Hospital, there will be a delay of 4 weeks before you can do this. However, the existing premises have been sold and you are required to move out of them in 3 weeks. There was meant to be a 3week overlap period, which should have left plenty of time to complete the move (which was only expected to take 2 days for furniture and another week for computer equipment, etc.). Now there appears to be no overlap time at all—instead there will be a week when you have nowhere to go! 563 Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008


Brabent: Managing the Project: Event 2 Because of the problems generated by the building not being ready, the county is requesting that management consider introducing special counseling for any staff who feel that they have been stressed or traumatized by the uncertainties this delay might have caused. They say this is particularly important because the delay followed so soon after the shock of the merger.



Brabent: Managing the Project: Event 3 The move has now taken place and it has been found that the newly installed telephone system will not function in the way required. The suppliers are insisting that they have worked to the specification provided and that the improvements now being demanded will add $90,000 to the cost. They will not continue installing the systems without authorization for the additional cost; in the meantime, the telephones cannot be used for outgoing calls. 565 Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008


Brabent: Managing the Project: Event 4 A large group of staff are refusing to share locations with their counterparts from the other hospital. They are insisting that they should be allowed to continue to function separately instead of being put under all this pressure to learn new procedures—especially when the new procedures are not even based on what either hospital used to do.



Brabent: Managing the Project: Event 5 Local police have just come in and arrested three staff members. They are being charged with drug offenses. All three were key personnel in the Information Technology Department.



Brabent: Managing the Project: Event 6 A group of employees are complaining of sexual harassment by their manager. The manager worked for one of the hospitals for 15 years and this is the first indication of any problem. The trained counselor who would normally deal with this under the organization’s sexual harassment policy is unavailable for the next 2 weeks.



Brabent: Managing the Project: Event 7 The local press are asking if there is any truth to the rumor that a very senior manager has been accused by dozens of staff of sexual harassment.



Brabent: Managing the Project: Event 8 Now that the buildings have been occupied for a while, the staff are complaining that the heating and air conditioning systems are not working properly in many areas. When they want heating, they get cold air, and when they want air conditioning, they get blasted by heat. Complaints to the Maintenance Department have had no discernible result, and staff are threatening to take direct action.



Brabent: Managing the Project: Event 9 Senior management has just announced that you must make a budget cut of 15 percent, with immediate effect. This is because Brabent Hospital has lost a significant court case and is liable for high costs regarding irregularities in some operating procedures (the exact nature of the problems is confidential and sub judice).



Brabent: Managing the Project: Event 10 The mayor is asking what date has been chosen for the official grand opening of the hospital and how long her speech should last.



Brabent: Managing the Project: Event 11 Junior managers are complaining that some of the new supervisors are interfering in the work of their sections. Instead of raising questions or complaints with department heads, some supervisors are going directly to staff and issuing instructions, sometimes in conflict with regulations. This might be due to the fact that there are several newly hired supervisors since the merger and they are unfamiliar with correct procedures. 573 Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008


Brabent: Managing the Project: Event 12 While working on the heating/air conditioning problem, the Maintenance Department has discovered a number of rats in the boiler room in the basement. There is evidence that someone is leaving food and other rubbish in the basement, and this is encouraging the rats.



Brabent: Managing the Project: Event 13 The Information Technology Department has warned that there appears to be a “hacker” getting into the computer systems from outside the site. They are accessing highly sensitive material, such as reports about patients, information about the involvement of social workers and the police, and the salaries of staff.



Brabent: Managing the Project: Event 14 Staff are complaining that the new hospital buildings have “sick building syndrome.” They are insisting that external consultants be brought in to investigate this. This would cost $30,000 just for the investigation—and maybe far more if work is needed. None of these costs are in the budget.



Brabent: Managing the Project: Event 15 A key employee has become seriously ill and is likely to be unable to work for at least 12 months. The skills of this employee are very specialized; the only available replacements are one person who was fired from another hospital for some undisclosed reason, and another person who has moved to Europe.



Brabent: Managing the Project: Event 16 The PR campaign has started, but complaints have been received that the materials being issued are offensive. The chief executive of the hospital is insisting that they be withdrawn. The PR agency that produced them is insisting that these are highly appropriate materials and that the chief executive is listening to a very vocal but misguided minority.



Brabent: Managing the Project: Event 17 Staff are complaining that they cannot see their computer screens because of the way the sunlight streams through the windows in the front of the hospital. The firm of architects responsible for the building design warned that this might happen; it will only happen at this time of year and only for about 6 weeks. Special reflecting glass for the windows will cost at least $20,000 and will take 2 weeks to install.



Brabent: Managing the Project: Event 18 One of the major trade unions that represents local authority staff has requested that Brabent Hospital recognize them as the official representative body and begin to negotiate with them about salary increases. They advise that they have recruited a high proportion of staff as members, with a sharp increase in membership due to current staff dissatisfaction.



Brabent: Managing the Project: Event 19 The benchmarking project has generated some highly disturbing initial results. There are many areas where Brabent Hospital practices are not in line with best practice elsewhere—and in some cases may even be illegal or dangerous.



Brabent: Managing the Project: Event 20 A series of workshops has been designed that will focus on the culture change program required to create a vibrant Brabent Hospital. However, the first 200 staff who have attended (100 per day) seem to have been fairly consistent in their criticism of the program. The program is being run by a consultant who has an excellent reputation for such events; those attending, however, complain of hesitant presenters who appear unable to handle questions about the application of the ideas being taught.



Brabent: Managing the Project: Event 21 A national TV current affairs program wants to interview a senior manager from Brabent Hospital as part of a documentary on hospital mergers.



Brabent: Managing the Project: Event 22 Health and safety officials have demanded that the hospital cafeteria be closed until they have completed an inspection. They say that they received an anonymous tip that there are rats in the building.



Brabent: Managing the Project: Event 23 The government has introduced emergency legislation that will require Brabent Hospital to accept and treat large numbers of homeless. The only additional financial support available will be for the costs of medicine and medical products.



Brabent: Managing the Project: Event 24 The new computers have now been installed in most of the departments scheduled to receive them this year. However, the results of the benchmarking project indicate that the computers have not been installed in the areas with the highest-priority needs. The cost of shifting them across will add $10,000 to the overall project costs for this.



Brabent: Managing the Project: Event 25 You have gained such a good reputation for handling a merger followed by a move into a new building that you are now invited to fly to a group of tropical islands and give your advice on how to do the same thing there.


The Brabent Hospital Merger: Assessor/Facilitator Briefs

1,320 420 3,740

720 440 3,030 455 3,485

Salaries: administrative

Salaries: clerical

Total Salaries

Performance-related

Total Direct Operating

591

Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008 19 21 14 1,345

17 22 16 1,101

Travel and expenses

Stationery and printing

Postage and telephones

Total Indirect

1,291

1,046

4,301

Pensions, sick pay

Indirect Operating Costs

1,100

850

Salaries: prof./specialists

561

900

1,020

Records

Salaries: managerial

Direct Operating Costs

Finance

1,058

28

28

15

987

3,289

429

2,860

140

1,110

950

660

Legal

1,060

21

13

21

1,005

3,347

437

2,910

250

930

650

1,080

Research

Brabent: Summary of Proposed Budgets (all figures in $)

1,297

27

9

22

1,239

4,129

539

3,590

80

1,080

1,650

780

Teaching

1,393

16

11

27

1,339

4,462

582

3,880

430

510

1,800

1,140

Maintenance

1,142

19

18

14

1,091

3,634

474

3,160

330

1,290

700

840

Purchasing

*/BRAB/AB1/1 of 2

231 50 6 — 287 6,094

17 — 220 55 292 4,988

Computer equipment

PR campaign

Benchmarking

Cultural change events

Total Planned Projects

TOTAL

Planned Projects

161

110

25

20

Catering services

Total Support Services

13

10

Building maintenance

33

44

25

Recruitment

21

8

4

Training and development

IT systems support

38

30

Records

Public relations

Fees for Support Services

Finance

592

Reproduced from Simulations for Assessment, Training, and Development, Julie Hay HRD Press, Inc., 2008 4,799

344

66

—

248

30

108

16

14

7

37

5

29

Legal

4,874

336

50

33

253

—

131

27

18

9

31

6

40

Research

Brabent: Summary of Proposed Budgets (all figures in $)

5,819

281

—

22

44

215

112

7

18

9

36

6

36

Teaching

6,203

232

209

—

17

6

116

14

25

13

17

8

39

Maintenance

5,171

271

6

226

39

—

124

18

18

9

43

5

31

Purchasing

*/VALL/AB1/2 of 2

Purchasing

Maintenance

Training

Research

Legal

Records

Finance

Department

14 700

840

1,800

1,140 14

36

1,650

780 19

33

650

1,080 13

13

950

660 18

19

1,100

900 11

22

850

1,020 15

17

Costs

# profs.

17

Costs

# mgrs.

1,290

43

510

17

1,080

36

930

31

1,110

37

1,320

44

720

24

Costs

# admin.

350

33

430

43

80

8

250

25

140

14

420

42

440

44

Costs

# cleric.

3,160

3,880

3,590

2,910

2,860

3,740

3,030

Total salaries costs

474

582

539

437

429

561

455

Perf.related costs

3,634

4,462

4,129

3,347

3,289

4,301

3,485

Total direct costs

1,091

1,339

1,239

1,005

987

1,291

1,046

Pensions

14

27

22

21

15

19

17

Travel

18

11

9

13

28

21

22

Stat./ printing

Brabent: Department Staff Numbers and Costs Summary (all costs in $)

19

16

27

21

28

14

16

Postage

1,142

1,393

1,297

1,060

1,058

1,345

1,101

Total indirect

*/VALL/AB2/1 of 2

593


Purchasing

Maintenance

Training

Research

Legal

Records

Finance

Department

31

39

36

40

29

38

30

PR

5

8

6

6

5

8

4

Train. & dev.

43

17

36

31

37

44

25

Recruit

9

13

9

9

7

13

10

Build. maint.

18

25

18

18

14

25

20

Catering

18

14

7

27

16

33

21

IT support

124

116

112

131

108

161

110

Total support

—

6

215

—

30

231

17

Comp. equip.

39

17

44

253

248

50

—

PR cmpgn.

226

—

22

33

—

6

220

Benchmark

6

209

—

50

66

—

55

Culture change

Brabent: Department Staff Numbers and Costs Summary (all costs in $)

271

232

281

336

344

287

292

Total projs.

5,171

6,203

5,819

4,874

4,799

6,094

4,988

Total

*/BRAB/AB2/2 of 2

594


*/BRAB/AB3/1 of 3

Brabent: Managing the Project: Events Listing 1.

You were about to move into the new hospital buildings but were advised that, for reasons outside the control of Brabent Hospital, there will be a delay of 4 weeks before you can do this. However, the existing premises have been sold and you are required to move out of them in 3 weeks. There was meant to be a 3-week overlap period, which should have left plenty of time to complete the move (which was only expected to take 2 days for furniture and another week for computer equipment, etc.). Now there appears to be no overlap time at all—instead there will be a week when you have nowhere to go!

2.

Because of the problems generated by the building not being ready, the county is requesting that management consider introducing special counseling for any staff who feel that they have been stressed or traumatized by the uncertainties this delay might have caused. They say this is particularly important because the delay followed so soon after the shock of the merger.

3.

The move has now taken place and it has been found that the newly installed telephone system will not function in the way required. The suppliers are insisting that they have worked to the specification provided and that the improvements now being demanded will add $90,000 to the cost. They will not continue installing the systems without authorization for the additional cost; in the meantime, the telephones cannot be used for outgoing calls.

4.

A large group of staff are refusing to share locations with their counterparts from the other hospital. They are insisting that they should be allowed to continue to function separately instead of being put under all this pressure to learn new procedures—especially when the new procedures are not even based on what either hospital used to do.

5.

Local police have just come in and arrested three staff members. They are being charged with drug offenses. All three were key personnel in the Information Technology Department.

6.

A group of employees are complaining of sexual harassment by their manager. The manager worked for one of the hospitals for 15 years and this is the first indication of any problem. The trained counselor who would normally deal with this under the organization’s sexual harassment policy is unavailable for the next 2 weeks.

7.

The local press are asking if there is any truth to the rumor that a very senior manager has been accused by dozens of staff of sexual harassment.


*/BRAB/AB3/2 of 3 8.

Now that the buildings have been occupied for a while, the staff are complaining that the heating and air conditioning systems are not working properly in many areas. When they want heating, they get cold air, and when they want air conditioning, they get blasted by heat. Complaints to the Maintenance Department have had no discernible result, and staff are threatening to take direct action.

9.

Senior management has just announced that you must make a budget cut of 15 percent, with immediate effect. This is because Brabent Hospital has lost a significant court case and is liable for high costs regarding irregularities in some operating procedures (the exact nature of the problems is confidential and sub judice).

10. The mayor is asking what date has been chosen for the official grand opening of the hospital and how long her speech should last. 11. Junior managers are complaining that some of the new supervisors are interfering in the work of their sections. Instead of raising questions or complaints with department heads, some supervisors are going directly to staff and issuing instructions, sometimes in conflict with regulations. This might be due to the fact that there are several newly hired supervisors since the merger and they are unfamiliar with correct procedures. 12. While working on the heating/air conditioning problem, the Maintenance Department has discovered a number of rats in the boiler room in the basement. There is evidence that someone is leaving food and other rubbish in the basement, and this is encouraging the rats. 13. The Information Technology Department has warned that there appears to be a “hacker” getting into the computer systems from outside the site. They are accessing highly sensitive material, such as reports about patients, information about the involvement of social workers and the police, and the salaries of staff. 14. Staff are complaining that the new hospital buildings have “sick building syndrome.” They are insisting that external consultants be brought in to investigate this. This would cost $30,000 just for the investigation—and maybe far more if work is needed. None of these costs are in the budget. 15. A key employee has become seriously ill and is likely to be unable to work for at least 12 months. The skills of this employee are very specialized; the only available replacements are one person who was fired from another hospital for some undisclosed reason, and another person who has moved to Europe. 16. The PR campaign has started, but complaints have been received that the materials being issued are offensive. The chief executive of the hospital is insisting that they be withdrawn. The PR agency that produced them is insisting that these are highly appropriate materials and that the chief executive is listening to a very vocal but misguided minority.


*/BRAB/AB3/3 of 3 17. Staff are complaining that they cannot see their computer screens because of the way the sunlight streams through the windows in the front of the hospital. The firm of architects responsible for the building design warned that this might happen; it will only happen at this time of year and only for about 6 weeks. Special reflecting glass for the windows will cost at least $20,000 and will take 2 weeks to install. 18. One of the major trade unions that represents local authority staff has requested that Brabent Hospital recognize them as the official representative body and begin to negotiate with them about salary increases. They advise that they have recruited a high proportion of staff as members, with a sharp increase in membership due to current staff dissatisfaction. 19. The benchmarking project has generated some highly disturbing initial results. There are many areas where Brabent Hospital practices are not in line with best practice elsewhere— and in some cases may even be illegal or dangerous. 20. A series of workshops has been designed that will focus on the culture change program required to create a vibrant Brabent Hospital. However, the first 200 staff who have attended (100 per day) seem to have been fairly consistent in their criticism of the program. The program is being run by a consultant who has an excellent reputation for such events; those attending, however, complain of hesitant presenters who appear unable to handle questions about the application of the ideas being taught. 21. A national TV current affairs program wants to interview a senior manager from Brabent Hospital as part of a documentary on hospital mergers. 22. Health and safety officials have demanded that the hospital cafeteria be closed until they have completed an inspection. They say that they received an anonymous tip that there are rats in the building. 23. The government has introduced emergency legislation that will require Brabent Hospital to accept and treat large numbers of homeless. The only additional financial support available will be for the costs of medicine and medical products. 24. The new computers have now been installed in most of the departments scheduled to receive them this year. However, the results of the benchmarking project indicate that the computers have not been installed in the areas with the highest-priority needs. The cost of shifting them across will add $10,000 to the overall project costs for this. 25. You have gained such a good reputation for handling a merger followed by a move into a new building that you are now invited to fly to a group of tropical islands and give your advice on how to do the same thing there.


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