What are the implications of CIC’s approach to staffing project teams? Is the company using project teams as training grounds for talented fast-trackers, or as dumping grounds for poor performers? How would you advise the CEO to correct the problem? Where would you start? Discuss how issues of organizational structure and power played a role in the manner in which project management declined in effectiveness at CIC.

In simple words, This situation is premised on the genuine narrative of a productive institution that has permitted its operation managerial procedures to devolve to the juncture where assignment to something like a development team has often been a sign of deference as well as a symbol of a delayed termination.

The case includes problems of morale, structural impact on programs, and recruitment of the development team. It allows students the chance to see just how, if left untreated, specific behaviour patterns by senior managers and many others in the institution can operate against use of working groups to enhance employee profitability, but instead just make them an unloading ground for discontent and bad employees.