Moss and McAdams Accounting Firm

1. Moss and McAdams Accounting Firm Case Study pages 82 -85 from our Text book, Project Management by Clifford F. Gray and Erik W. Larson

2. Moss and McAdams Accounting Firm • Moss and McAdams Accounting Firm “was a well-established regional accounting firm with 160 employees located across six offices in Minnesota and Wisconsin. The main office where [Bruce] Palmer worked, was in Green Bay, Wisconsin.” (Gray, pg.82-83)

3. Moss and McAdams Accounting Firm • This case study deals with two projects handled by their main office in Green Bay Wisconsin. Their office manager Ruby Sands is responsible for assigning project team leaders and team members.

4. Moss and McAdams Accounting Firm • Mr. Palmer was able to select his team for the Johnsonville Trucks Audit project; he was pleased with the five accountants assigned to his team; most notably was Zeke Olds, an Army vet, known for coming up with innovated solutions to problems.

5. Moss and McAdams Accounting Firm • Mr. Olds is well liked and his talents were sought after at the firm. • Additionally, Moss and McAdams had just hired Ken Crosby, an accountant with nine years experience, hired to manage the special consulting project (Springfield Metal Project ). Mr. Crosby wants Mr. Olds on his team.

6. Moss and McAdams Accounting Firm • Rudy Sands was the office manager in the Green Bay office responsible for assigning personnel to different accounts. The problem occurred when Ms. Sands assigned Mr. Olds to split time on both teams; I assume she had no way of knowing this would have gone so poorly. However, I believe this is her fault or at least her place to ensure this does not happen again in the future at the Green Bay office or anywhere within Moss and McAdams again.

7. Moss and McAdams, Structure

8. Moss and McAdams, Risk Analysis • From what I can see, the problem occurred once two project managers, Palmer and Crosby wanted to both use Olds splitting time between the two projects. After a short while Olds splitting time between both projects was hurting Olds family life and causing problems on Palmer’s project. • Ms. Sands is the office manager and responsible for who manages the team and who will be on the teams. Ultimately, she is responsible for the break down in team performance.

9. Moss and McAdams, Risk Analysis

10. Moss and McAdams, Risk Analysis

11. Moss and McAdams Accounting Firm • Ms. Sands failed to support “what leaders and team members need to understand about emotions: people need to be valued, people need to feel a sense of belonging ,people need a realistic and hopeful future, and people need basic organization in their lives.” (O'Connor, 2009).

12. Moss and McAdams Accounting Firm • Aside from Ms. Sandy’s failure additionally, Mr. Crosby was not willing to work fairly with Mr. Palmer; he did build an efficient team but at Mr. Palmer’s expense. He broke promises and did little to build building social capital with Mr. Palmer in fact he did just the opposite.

13. Moss and McAdams Accounting Firm • Finally, Ms. Sands, Mr. Palmer and Mr. Crosby all failed Mr. Olds as he struggled to balance both project teams and his family life. He was the one in the end who elevated the issues to Ms. Sands; it seems strange to me that with the office manager and two team leaders involved one of them should have been able to make the difficult decision without Mr. Olds forcing Ms. Sands to make the choice.

14. References • Gray, C. F., & Larson, E. W. (2008). Project Management (4th ed.). New York, NY: McGraw-Hill. • O'Connor, K. R. (2009, October 8). Emotional Rescue. Retrieved October 14, 2009, from http://www.projectsatwork.com/content/ Articles/252039.cfm