Answer for C) Individual AssignmentTeam Building at Global Green Books PublishingGlobal Green Books Publishing is continuing to grow. They now have three large customers-two are in traditional print-based workand the third is a local college. They produce customized eBooks for this local college. This newest line of work is growing, as othercustomers hear of their work. The account managers are speaking with several other colleges and professional associations abouttaking on additional projects in electronic publishing.As they have grown, they have had to start implementing some project management concepts to plan and manage their work. Thefounders hired Samantha Jones as a project associate or project manager (PM) on a full-time basis to help them introduce projectmanagement practices and help them tide over the crisis they were experiencing with rapid growth. Within the first three months inher new role as PM, she introduced formal project management processes, created a PM manual, and trained the employees to getthe work done well. Within a year, the company was delivering projects on schedule, the quality processes worked-and customerswere happy with the products! This success was leading to possible new work and greater opportunities to bring on new customers.As the growth continued, Samantha was now feeling the pressure. She was only one person. And there was so much more to stilldo. Using her project management skills, she had implemented more formal project management processes. One area where sheespecially felt stretched thin was in supporting the supervisors. As the eBook business grew, there were more and more demandson the supervisors. Many were great print technicians who had caught the eye of the founders for their attitudes and customerservice ethic. But today, they were being called on to do more complex tasks than merely running a highly automated print copier.Supervisors are interacting with customers, as well as with internal account managers and customer service representatives. Theyare managing employees with a diverse set of skills, backgrounds, and motivations. It is increasingly hard for them to ask employeesto take on hard challenges when they themselves do not have those skills and have not done the eBook publishing that thebusiness is increasingly moving to.Many of the supervisors have had a bit of project management mentoring from Samantha, but still know that they must be bothleaders and managers. As project teams come together to work on eBooks, there are challenges. Some of the challenges have to dowith knowing the status of the work, as part-time employees come in and hand a piece of a project off to another worker. Somedeal with managing conflicts as they arise - both technical issues as permissions are delayed and content cannot yet beincorporated, leading to scheduling changes, and inter-personal issues among staff. Some of these conflicts occur between a mostlyyoung, part-time contingent of student workers and the full-time employees. Supervisors are often drawn into mediating orresolving these conflicts. They really need to meld together their staff to create highly capable, productive project teams for thesefast-paced eBook projects. The staff needs to trust each other and their leadership to be fair and to balance work priorities with thetimes that they are available. Supervisors need to provide leadership and inspiration for their team, to be good motivators of their team members, as well asgood managers, worrying about the day-to-day and minute-by-minute accomplishment of the project's goals. Being a goodmotivator also means that the supervisors must be good listeners to understand what issues are confronting their team members.Finally, they should carefully listen to the needs of their team members.The supervisors were realizing that as a group they needed two things. One was a greater grasp of people skills, or so-called "soft"skills, to help make them more effective. The other was more support in project management as they needed to better track thedetails of the work, and the task level scheduling and rescheduling that was happening as team members come and go for theirwork shifts and as permissions sometimes take longer to obtain than planned.Samantha is starting to discuss with her management and with the human resources and training group how they can meet someof these needs. Perhaps some leadership development training for supervisors could be arranged. Moreover, she is talking with hermanagement about setting up a project management office (PMO) to have project management staff available to help thesupervisors with some of their work tracking and scheduling challenges. She hopes that addressing these two issues will make theireBook delivery much smoother.Comment on the following aspects of the case study. Your answer should be 500-750 words per question.a) What steps could project managers take to help make their teams more effective?b) What advice would you give Samantha about setting up a project management office (PMO)? What roles could these staffperform, and how could they interact with the existing projects?C) Describe other ways that this PMO function could be organized.

Question

Answer for C) Individual AssignmentTeam Building at Global Green Books PublishingGlobal Green Books Publishing is continuing to grow. They now have three large customers-two are in traditional print-based workand the third is a local college. They produce customized eBooks for this local college. This newest line of work is growing, as othercustomers hear of their work. The account managers are speaking with several other colleges and professional associations abouttaking on additional projects in electronic publishing.As they have grown, they have had to start implementing some project management concepts to plan and manage their work. Thefounders hired Samantha Jones as a project associate or project manager (PM) on a full-time basis to help them introduce projectmanagement practices and help them tide over the crisis they were experiencing with rapid growth. Within the first three months inher new role as PM, she introduced formal project management processes, created a PM manual, and trained the employees to getthe work done well. Within a year, the company was delivering projects on schedule, the quality processes worked-and customerswere happy with the products! This success was leading to possible new work and greater opportunities to bring on new customers.As the growth continued, Samantha was now feeling the pressure. She was only one person. And there was so much more to stilldo. Using her project management skills, she had implemented more formal project management processes. One area where sheespecially felt stretched thin was in supporting the supervisors. As the eBook business grew, there were more and more demandson the supervisors. Many were great print technicians who had caught the eye of the founders for their attitudes and customerservice ethic. But today, they were being called on to do more complex tasks than merely running a highly automated print copier.Supervisors are interacting with customers, as well as with internal account managers and customer service representatives. Theyare managing employees with a diverse set of skills, backgrounds, and motivations. It is increasingly hard for them to ask employeesto take on hard challenges when they themselves do not have those skills and have not done the eBook publishing that thebusiness is increasingly moving to.Many of the supervisors have had a bit of project management mentoring from Samantha, but still know that they must be bothleaders and managers. As project teams come together to work on eBooks, there are challenges. Some of the challenges have to dowith knowing the status of the work, as part-time employees come in and hand a piece of a project off to another worker. Somedeal with managing conflicts as they arise - both technical issues as permissions are delayed and content cannot yet beincorporated, leading to scheduling changes, and inter-personal issues among staff. Some of these conflicts occur between a mostlyyoung, part-time contingent of student workers and the full-time employees. Supervisors are often drawn into mediating orresolving these conflicts. They really need to meld together their staff to create highly capable, productive project teams for thesefast-paced eBook projects. The staff needs to trust each other and their leadership to be fair and to balance work priorities with thetimes that they are available. Supervisors need to provide leadership and inspiration for their team, to be good motivators of their team members, as well asgood managers, worrying about the day-to-day and minute-by-minute accomplishment of the project's goals. Being a goodmotivator also means that the supervisors must be good listeners to understand what issues are confronting their team members.Finally, they should carefully listen to the needs of their team members.The supervisors were realizing that as a group they needed two things. One was a greater grasp of people skills, or so-called &#34;soft&#34;skills, to help make them more effective. The other was more support in project management as they needed to better track thedetails of the work, and the task level scheduling and rescheduling that was happening as team members come and go for theirwork shifts and as permissions sometimes take longer to obtain than planned.Samantha is starting to discuss with her management and with the human resources and training group how they can meet someof these needs. Perhaps some leadership development training for supervisors could be arranged. Moreover, she is talking with hermanagement about setting up a project management office (PMO) to have project management staff available to help thesupervisors with some of their work tracking and scheduling challenges. She hopes that addressing these two issues will make theireBook delivery much smoother.Comment on the following aspects of the case study. Your answer should be 500-750 words per question.a) What steps could project managers take to help make their teams more effective?b) What advice would you give Samantha about setting up a project management office (PMO)? What roles could these staffperform, and how could they interact with the existing projects?C) Describe other ways that this PMO function could be organized.

Accepted Answer

Case Summary:
Company G is a book publishing company. The company has hired individual S as the…