Reference no: EM133379822

Case Study: Video Game Delivery Project

Several issues have arisen on the Video Game Delivery Project. Four months have passed since the project started. Gaurav and his company are complaining about not being paid appropriately. You initially thought you would only need a small amount of customization of the outsourced software, but now the supplier says the customization will cost another RM100,000 over the initial budget. The purchasing specialist on your internal project team, Nora does not like this supplier at all and gets very hostile at team meetings. Everyone else has been fairly happy with the supplier, and you weren't that surprised when they raised the customization estimate. Nora went to senior management (without telling you), and suggested terminating that supplier. Your two information technology specialists, Matt and Najwa, came and told you that they both feel that they are underutilized on the project. For additional information, Matt's father is a successful business man and is living in a prime residential area in town, while Najwa is an educated village girl with a dream of getting a job that pays well but demand less of her time and effort. As project manager, you have been getting short, weekly status reports from all of your team members, but many of them did not address challenges people are obviously facing.

In addition to written weekly status reports, what else might you suggest to improve project communications?