Franklin equipment limited fabricates custom designed large machines for construction works. Many of the works that FEL engages in are mainly in form of large projects. It is hence important to assign capable managers to such projects in order to ensure proper project performance. The main responsibilities of the project manager will include product design, fabrication, delivery and installation of the relevant product. Since the product is custom made, the design and fabrication will vary from customer to customer. The dynamics of a project extend to the environmental conditions, labour conditions from client to client in the different regions. In addition to the project manager, the project also involves the design engineer, an operations manager, they oversee the fabrication and the onsite assembly and a cost accountant who oversees the project financials and reporting matters. It is crucial that all work together in close coordination thus enhancing a working machine to be delivered in time and client’s requirements are met (Frick, 2001). With regards to international contract standards on recruitment, FEL finds it necessary to hire a human resource manager to the project team.
FEL assigns managers to projects largely based on their expertise and their availability to work on the given project with their pending commitments. This basically implies that project managers with no heavy current commitments will be assigned to the new projects. For instance, a manager finishing one project will be assigned to anew project. It is however evident that the manager has no control over the other team members. This selection criterion has some strongholds as well as drawbacks. For instance, a project manager like Gatenby who had a good working relationship with the Abu Dhabi client and vast working experience on such projects had a high chance of project success
However, the criterion has a major drawback from the fact that the colleagues in the project team are solely determined by the recruitment team (Frick, 2001). Cooperation to attain excellent performance in the project is of essence. This means that the team member should work in close synchrony. The selection antique used by the FEL Company is prone to chances of team members misunderstanding. Such misunderstandings greatly compromise the projects outcome.
A few years back, FEL began contracting for team facilitator services from consulting firms that would assist to enhance project team effectiveness. A team’s level of cohesiveness is the pivot point of the projects success. A project manager and the other functional managers should be able to work in understanding. Pegging on human nature, disagreements are inevitable. However, a project team that cannot get over their differences will rarely accomplish anything constructive. With the example of Perry and Rankins, there is a high likelihood that the bad blood between them will hinder the projects success. The top management has taken a step further to warn the duo that, in case the disagreement persists two months into the Abu Dhabi project Rankins will be fired (Smyth, 2011).
The first interview Jobe (the consulting firm hired to oversee the Abu Dhabi project) had with Bruder elicited confusion. This is because; she depicted scepticism on the projects success. At the time, Jobe did not understand why Bruder expected a low cost of overruns and a lot of missed production deadlines up to a point where she did not want to be part of the project Abu Dhabi. However, as Jobe went along conducting the interviews to Perry and Rankins, he understood that the disagreement between the two was the main reason behind Bruder’s remarks. It is hence evident that close cooperation and coordination is important as team members embark on their respective tasks (Larson & Gray, 2011).
Jobe as the lead consulting officer is certainly in a dilemma. This is because; the project’s designer (Bill Rankins) and the project’s operations manager (Rob Perry) can barely work together. Having attained the minimum qualifications of experience and availability, there is a hitch of job synchrony. Jobe is the consultant and is currently in charge of the Abu Dhabi project to ensure its success. The project has already set goals and objectives that should be attained (Gray & Larson, 2006). For this to be achieved, Jobe was aware that with prevailing experience and availability not much would be achieved if there was no team spirit (Boyle & University of Wollongong, 2002). Jobe’s sole mission was to ensure that the team succeeded in the project. The preferred project manager was clearly aware of the disagreement between the two functional managers and it was Jobe’s responsibility to ensure that they work together given the bad blood. Jobe is thus in a fix as the management expect him to facilitate cooperation between two arch rivals.
Jobe is the main consultant as far as the Abu Dhabi project is concerned. This implies that the success of the project in terms of the team cohesiveness greatly relies on his recommendations. The project manager will also follow the guidelines that Jobe offers as the success of the project is crucial to his career. However, top management have already derived a recommendation that Rankins be fired in two months if their disagreement does not pave way for the already set objectives. In addition, Jobe should recommend that both parties be notified well in advance of the consequences should the disagreement persist.
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