Franklin Equipment Ltd Franklin Equipment Limited (FEL) develops custom designed machines for construction works. Most of the work that FEL engages in are mainly in the form of large projects. Therefore, it is important to assign capable managers to such projects to ensure proper project performance. The main responsibilities of the project manager should include product design, fabrication, delivery and installation of the relevant product. Since the product is custom made, the design and fabrication should vary from customer to customer. The dynamics of a project extend to the environmental conditions, labor conditions from client to client in the different regions. In addition to the project manager, the project also involves the design engineer, and operations manager.They oversee the fabrication and the on-site assembly. A cost accountant is also required to oversee the project financing and reporting matters. It is crucial that all managers should work together in close coordination to ensure that the working machine is delivered on time and the client’s requirements are fulfilled (Frick, 2001). In regard to international contract standards for recruitment, FEL finds it necessary to hire a human resource manager for the project team. FEL assigns managers to projects based on their expertise and their availability to work on the given project. This implies that project managers without heavy current commitments should be assigned to the new projects. For instance, a manager finishing one project should be assigned to a new 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 because the colleagues in the project team are determined by the recruitment team (Frick, 2001). Cooperation to attain excellent performance in the project is important. This means that the team members 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 project’s outcome. A team’s level of cohesiveness is the pivot point of the project’s success. A project manager and the other functional managers should understand each other at work. Disagreements are inevitable in a team because conflicts arise. However, a project team that cannot resolve conflicts rarely accomplishes anything constructive. With the example of Perry and Rankins, there is a high likelihood that the conflict between the team members will hinder the project’s success. The top management has warned the conflicting parties that, in case the disagreement persists for two months in the Abu Dhabi project,Rankins will be fired (Smyth, 2011). The consulting firm hired to oversee the Abu Dhabi project elicited confusion. This is because; she depicted skepticism on the project’s 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 partof the project Abu Dhabi. However, as Jobe conducted the interviews to Perry and Rankins, he understood that the disagreement between the two was the main reason behind Bruder’s remarks. It is 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 in a dilemma because the project’s designer, Bill Rankins, and the project’s operations manager, Rob Perry, could 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 that it is successful. The project has already set goals and objectives that should be attained (Gray& Larson, 2006). For the goals 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 aware of the disagreement between the two functional managers, and it was Jobe’s responsibility to ensure that they work together irrespective of the conflicts prevailing in the team. Jobeis in a fix because the management expects 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 because the success of the project is crucial in his career. However, top management has already derived a recommendation that Rankinsbe fired in two months if thedisagreement donot lead to achievement of set objectives. In addition, Jobe should recommend that the two parties should be notified in advance about the consequences if the disagreement persist.

 
 

Franklin Equipment Ltd

Franklin Equipment Limited (FEL) develops custom designed machines for construction works. Most of the work that FEL engages in are mainly in the form of large projects. Therefore, it is important to assign capable managers to such projects to ensure proper project performance. The main responsibilities of the project manager should include product design, fabrication, delivery and installation of the relevant product. Since the product is custom made, the design and fabrication should vary from customer to customer. The dynamics of a project extend to the environmental conditions, labor conditions from client to client in the different regions. In addition to the project manager, the project also involves the design engineer, and operations manager.They oversee the fabrication and the on-site assembly. A cost accountant is also required to oversee the project financing and reporting matters. It is crucial that all managers should work together in close coordination to ensure that the working machine is delivered on time and the client’s requirements are fulfilled (Frick, 2001). In regard to international contract standards for recruitment, FEL finds it necessary to hire a human resource manager for the project team.

FEL assigns managers to projects based on their expertise and their availability to work on the given project. This implies that project managers without heavy current commitments should be assigned to the new projects. For instance, a manager finishing one project should be assigned to a new 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 because the colleagues in the project team are determined by the recruitment team (Frick, 2001). Cooperation to attain excellent performance in the project is important. This means that the team members 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 project’s outcome.

A team’s level of cohesiveness is the pivot point of the project’s success. A project manager and the other functional managers should understand each other at work. Disagreements are inevitable in a team because conflicts arise. However, a project team that cannot resolve conflicts rarely accomplishes anything constructive. With the example of Perry and Rankins, there is a high likelihood that the conflict between the team members will hinder the project’s success. The top management has warned the conflicting parties that, in case the disagreement persists for two months in the Abu Dhabi project,Rankins will be fired (Smyth, 2011).

The consulting firm hired to oversee the Abu Dhabi project elicited confusion. This is because; she depicted skepticism on the project’s 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 partof the project Abu Dhabi. However, as Jobe conducted the interviews to Perry and Rankins, he understood that the disagreement between the two was the main reason behind Bruder’s remarks. It is 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 in a dilemma because the project’s designer, Bill Rankins, and the project’s operations manager, Rob Perry, could 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 that it is successful. The project has already set goals and objectives that should be attained (Gray& Larson, 2006). For the goals 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 aware of the disagreement between the two functional managers, and it was Jobe’s responsibility to ensure that they work together irrespective of the conflicts prevailing in the team. Jobeis in a fix because the management expects 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 because the success of the project is crucial in his career. However, top management has already derived a recommendation that Rankinsbe fired in two months if thedisagreement donot lead to achievement of set objectives. In addition, Jobe should recommend that the two parties should be notified in advance about the consequences if the disagreement persist.

 

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