Assignment Instructions
Course objective: Identify key characteristics of a high-performance project team. Instructions:
"Please use Microsoft Word
- All work must be completed by the due date.
- Place all responses on one document
'Thoroughly answer questions posed using applicable content from the course book (citing references accordingly).
"600 word min response (total) and make sure to link response to assigned chapter readings. Answer each question thoroughly using applicable research to back your stance.
- Ma ke sure to thoroughly answer each questions posed.
* Assignment must be in proper format (i.e. name on paper, double spaced, and use of in-text references).
- Use Word document template attached.
Case (located on pages 414-416 of the course book):
Read the Franklin Equipment, Ltd. case and answer the following questions:
a. Evaluate the criteria FEL uses to assign managers to project teams? What efficiencies do these criteria create? What are the resulting problems?
b. Why is it even more important that project team members work well together on international projects such as Project Abu Dhabi?
c. Discuss the dilemma that Jobe now faces. d.What should Jobe recommend to Gatenby?
Case
Franklin Equipment, Ltd.*
Franklin Equipment, Ltd. (FEL), with headquarters and main fabrication facilities in Saint John, New Brunswick, was founded 75 years ago to fabricate custom-designed large machines for construction businesses in the Maritime Provinces. Over the years its product lines became strategically focused on creating rock-crushing equipment for darn and highway construction and for a few other markets that require the processing of aggregate. FEL now designs, fabricates, and assembles stationary and portable rock-crushing plants and services its own products and those of its competitors.
In the 1970s, FEL began to expand its market from the Maritime Provinces to the rest of Canada. FEL currently has several offices and fabrication facilities throughout the country. More recently, FEL has made a concerted effort to market its products internationally.
Last month, FEL signed a contract to design and fabricate a rock-crushing plant for a Middle East construction project, called Project Abu Dhabi. Charles Gatenby secured this contract and has been assigned as project manager. This project is viewed as a coup because FEL has wanted to open up markets in this area for a long time and has had difficulty getting prospective customers to realize that FEL is a Canadian firm and not from the United States. Somehow these customers view all North American vendors as the same and are reluctant to employ any of them because of international political considerations.
A project of this scope typically starts with the selection of a team of managers responsible for various aspects of the design, fabrication, delivery, and installation of the product. Manager selection is important because the product design and fabrication vary with the unique needs of each customer. For example, the terrain, rock characteristics, weather conditions, and logistical concerns create special problems for all phases of plant design and operations. In addition, environmental concerns and labor conditions vary from customer to customer and from region to region.
In addition to the project manager, all projects include a design engineer; an operations manager, who oversees fabrication and on-site assembly; and a cost accountant, who oversees all project financial and cost reporting matters. Each of these people must work closely together if a well-running plant is to be delivered on time and within cost constraints. Because international contracts often require FEL to employ host nationals for plant assembly and to train them for operations, a human resource manager is also assigned to the project team. In such cases, the human resource manager needs to understand the particulars of the plant specifications and then use this knowledge to design selection procedures and assess particular training needs. The human resource manager also needs to learn the relevant labor laws of the customer's country.
1. Evaluate the criteria FEL uses to assign managers to project teams. What efficiencies do these criteria create? What are the resulting problems?
2. Why is it even more important that project team members work well together on international projects such as Project Abu Dhabi?
3. Discuss the dilemma that Jobe now faces.
4. What should Jobe recommend to Gatenby?