Scenario 4: The Effect of Additional Workload on Continuing Operations

Additional Scenario Information The issues that caused the work-stop order were satisfactorily addressed and work on the project resumed. The client is impressed with DRA PS’s work products and with how they addressed some difficult issues during the development and delivery of the last six or seven courses. The client wants to add repeat courses back into the schedule and add four new courses. The client wants to start the new courses immediately and wants them completed within the next 12 months. The current work must continue and not be affected by the additional work. Current Schedule and Workload Requirements One course is scheduled to be completed this year. Three more courses are to be developed next year. It takes 6 months to develop each course. The three-year contract ends September 30 next year. All of the additional work must be completed by that date. Current staffing consists of: One senior instructional designer Three graphic artists One director/videographer One subcontracted sound technician 12 © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. One media specialist One logistics coordinator One web programmer Two technical writers One subcontracted subject matter expert One editor One document specialist Current Organizational Structure The training academy is now two years old. DRA PS has developed seven courses; the last one was the most challenging to develop and yet one of the most successful. The success rejuvenated the team, which was struggling after the termination of the program manager, the three-month work stoppage, a change to the workload and schedule requirements, and the loss of co-workers. Development and delivery schedules were tight and required a great deal of commitment and hard work. The teams’ moods have run the gamut from devastation to euphoria. The current mood is somewhere in between. Retention and Recruitment Issues In the previous scenario, some staff members were looking for employment elsewhere. Motivation issues still persist. Additional staffing is needed because of the new work. A staffing analysis concluded that seven teams will be necessary to accomplish the additional work. Staff additions include: Three graphic artists Two logistics staff Three document specialists Two editors Fourteen technical writers Seven instructional designers (these will be negotiated with the subcontractor)