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“Yes, the issues are more complex than I realized,” James responded. “So instead of calling Nick’s home number, Praveen tried to fix the problem with the help of his colleagues in India. He tried numerous times to access the information about the client, but it wasn’t in their support queue where all the client requests for help are stored. To make matters worse, the phone number that we had for HS Holdings was disconnected. Praveen and Rahul insisted that the HS Holdings crisis was caused by a queue that was poorly programmed and did not notify the appropriate people in time. And Rahul’s team had nothing to do with that queue. Jamal, an engineer in Dubai, programmed it.”

James continued:

“There had been some miscommunication between the US, India, and the UAE about what the queue should do. The US wanted to streamline the way that missing account numbers were assigned to projects. They asked Rahul to get someone on his team to program it, but it ended up being done in Dubai. Jamal said his assignment was to create a queue for accounts with missing contract numbers. So the queue he created sends an e-mail to Robert in Santa Clara to fill in the missing contract number. According to Jamal, this queue was not supposed to be used for emergency requests. The Mumbai team is responsible for programming anything that has to do with customer emergencies.”

“Why didn’t anyone check the queue before it went live?” Lawry said.

Ahmed Nazr, the manager for the Dubai team, had a second programmer check Jamal’s work, and he didn’t find any problems with it. But they were both working from the wrong instructions. The queue should’ve been connected to the support queue that everyone checks regularly, and it should have also sent an automatic page to the managers on call,” said James.

Managing a Global Team: Greg James at Sun Microsystems, Inc. (A) 409-003

“Greg, your team members are all acting like they’re on separate teams. . . . But, I still don’t get the wrong client phone number part in all of this?” Lawry asked.

Seems like our contact person at HS Holdings moved departments a few months ago; Nick should have updated the contact number on file, but he figured that anyone who needed to get in touch with them would go through him.”

What a mess! How was Elisabeth Fournier’s role in this? Paris is the Customer Advocate for European accounts, right?” Lawry asked.

“I spoke with Elisabeth, and she did receive a call from HS Holdings manager, Michael Thoene, an hour after their server crashed. As you can imagine, Michael was very upset. Elisabeth immediately called Nick and me, but neither of us answered. She then contacted Praveen, who returned Michael’s call, but by then Michael was out of the office. Elisabeth had been dealing with angry HS Holdings managers all week, and she was upset that no one in the US had answered her calls on Monday. She said that the Santa Clara team was always the hardest to reach and the slowest to respond.”

James and Lawry spoke for some time before ending the call.

“Build consensus,” James repeated 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。