Case : Next-gen DNA-Sequencing Instrument Completion Project Nick Carson recently became project manager of a critical biotech enterprise at his Silicon Valley company. This project involved creating thehardware and software

Case : Next-gen DNA-Sequencing Instrument Completion Project Nick Carson recently became project manager of a critical biotech enterprise at his Silicon Valley company. This project involved creating thehardware and software 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 dataanalysis 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 large 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 a potential corporate buyout with a larger company influenced top management’s sense of urgency to complete the project.ghly 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-sequencing instrument from working. Nevertheless, he was having difficulty in his newrole 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? 2. Was Nick Carson a good project manager? Why or why not? 3. could Nick have done to be a better project manager?

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