182 SIBQUFS Nick Carson recently became project manager of a critical biotech enterprise at his Silicon ‘Valley company. This project involved creating the hardware and sofeware for a next generation (next-gen) DNA-sequencing instrument used in assembling and analyzing the human genome. Several companies were competing to build smaller, faster sequencing instruments that would reduce the costs and improve the quality of data analysis in this rapidly changing field. The biotech project was the company’s largest endeavor, and it had. tremendous potential for future growth and revenue. Unfortunately, there were problems managing this lange project. It had been under way for three years and had already gone through three different project managers. Nick had been the lead software developer on the project before top management made him. the project manager. The CEO told him to do whatever it took to deliver the first version of the product in four months and a production version in nine months. Negotiations for 4 potential corporate buyout with a larger company iniluenced top management's sense of urgeney to complete the project. Highly energetic and intelligent, Nick had the technical background to make the project a success. He delved into the technical problems and found some critical flaws that kept the next-gen DNA-sequeneing instrument from working, Nevertheless, he was having difficulty in his new role as project manager. Although Nick and his team got the product out on time, top management was upset because Nick did not focus on managing all aspects of the project. He never provided them with accurate schedules or detailed plans of what was happening on the project. Instead of performing the work of project manager, Nick had taken on the role of software integrator and troubleshooter. Nick, however, did not understand top management's ‘complaints—he delivered the product, didn’t he? Didn't they realize how valuable he was?Without consulting Nick Carson or his team, Nick's CEO hired a new person, Jim Lansing, to act as a middle manager between himself and the people in Nick's department. The EO and other top managers really liked Jim; he met with them often, shared ideas, and had a great sense of humor. He started developing standards that the company could use to help manage projects in the future. For example, he developed templates for creating, plans and progress reports and put them on the company’s intranet. However, Jim and Nick did not get along, especially after Nick heard that Jim told the CEO that he was hard to work with and preoccupied with the birth of his son. ‘Nick was very frustrated after hearing this and stormed into the CEO's office. The CEO suggested that Nick move to another department, but Nick did not like that so the GEO offered Nick a severance package to leave the company. Because of the planned corporate buyout, the CEO knew the company might have to let some people go any- way. Nick talked the CEO into giving him a two-month sabbatical he had earned plus a higher percentage on his stock options. Alter discussing the situation with his wile and realizing that he would get over $70,000 if he resigned, Nick took the severance package. The CEO called a meeting with Nick and Jim to give them both advice. He told Nick that he was one of the best technical people he ever worked with and that he would thrive in another organization in a technical role, He told Jim that he was a great organizer, but he had to learn to respect technical people more. They all left the meeting with a feeling of mutual respect.ed What do you think the real problem was in this case? Does the case present a realistic scenario? Why or why not? Was Nick Carson a good project manager? Why or why not? What should top management have done to help Nick? What could Nick have done to be a better project manager?