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The Jamming - Case Project Management Case Studies in Project, Program, and Organizational Project Management, ISBN: 97811181742965,98 €
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Case Studies in Project, Program, and Organizational Project Management
This note includes my personal answer to cases in the book mentioned below:
Milosevic, D. Z., Patanakul, P., & Srivannaboon, S. (2010). Case Studies in Project, Program, and Organizational Project Management. John Wiley and Sons Inc.
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Far Eastern University
Project Management
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CASE STUDIES IN PROJECT MANAGEMENT SYSTEMS 1
The Jamming
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
I. PROBLEM AND SOLUTION
Problem: Is the jamming approach an effective strategy? What are its advantage and
disadvantages?
II. EXECUTIVE SUMMARY
Two scenarios were mentioned in the case. In the first scenario, an executive five-member
team was made to manage a small yet global company. The team was spread across various
countries but have weekly teleconferences and every month were gathered together to participate
in every discussion. They didn’t experience various activities together but they shared the same
business values, goals, etc. This made them a well-jammed multicultural team. Meanwhile, a team
composed of a German, an American, a Mexican, and that was not unified at first became unified
ever than before. They were able to completely understand each other’s differences that may
including their culture and project management style. It also showed an effective jamming
approach. By definition, the Jamming approach is a strategy that proposes the project manager and
the counterpart improvise to convert their ideas into a pleasant scenario for their work. The key to
successful jamming was when a person or group of people are capable of determining the
uniqueness of a person and understanding them completely as a person. However, its design may
not be applicable with all cultures and may not be subject to execution by teams composed of
members that are not highly competent and the intensity of culture may result in higher risk than
any other unilateral strategy. However, its plasticity may be such a great asset to multicultural
project managers that many of them view it as ideal in the development of a culturally responsive
project management strategy.
III. BRIEF SUMMARY
The case mentioned two scenarios that would relate to the Jamming approach. In the first
scenario, an executive five-member team was made to manage a small yet global company. The
team was spread across various countries like Finland, Denmark, Sweden, and England since they
can select their preferred country to live in. Regardless of their language differences, they use the
English language whenever they held a weekly teleconference. Meanwhile, every month they were
gathered together in one of the company s divisional headquarters and spent the next day with the
managers. Also, they were asked to participate in every discussion so that they would not consume
time to interact every day. They didn’t undergo various activities to strengthen their relationship
with each other but they shared the same business values, goals, etc. This made them a well-
jammed multicultural team. Moving on to the second scenario, a team that was assigned to make
a product development project for a small high-tech company was not united as one. They often
experience difficulties in every phase of the project. However, a German, an American, a Mexican,
and a Macedonian looked as unified as any other group. As they continued to work together they
were able to acquire a deep understanding of each other’s differences that may include their culture
and project management style. As they came to understand each other, it came up to the point that
they completely embraced the habits of each other. They may have encountered difficulties at first,
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