Question 1
FEL assigns projects to specific project managers who have completed their previously assigned projects. Availability can therefore, be said to be one of the key elements that inform team project assignment. Expertise and qualification are the second factor that qualifies as the deciding factor. The criteria have various efficiencies that inform the identification and assignments placement. Availability helps create an all-round person who is holistic in various project management tasks. Expertise ensures that one gains on-job specialization, and becomes stable in their area of specialization. Resulting problems include the lack of team spirit and team work in cooperation. By assigning based on availability, team managers have little say on their team members.
The other problem is that there was a lot of unfamiliarity, as there is not the time to bond and grow together. The team members do not have time to grow together, and to bond as a team. There are therefore a lot of hostilities between team members. Such is seen between Rankins and Perry. There is also a lack of confidence and trust among the members. Bruders, the finance manager, is not confident in his team leader, Gatenby. She also failed to open up and give her input in the interview with Jobe. The reason for her holding back was that she did not know Jobe well enough. There is evidently need for a more structured group working to ensure smooth working in the group.
Question 2
It is very critical for the project team’s members to work together on international projects. The Abu Dhabi project is essential, as it helps the company to open up new market shares and fronts. By diversifying the market reach and target, the company will stand to gain a lot in revenues returns. The success of the project will be dependent on the cooperation and unity of the project team members. It is, therefore, more important that the members work together as they will be facing new challenges. New challenges will require innovative team work approach in inter professional collaboration (Maylor, 2010). The success of the Abu Dhabi Project will also determine how subsequent projects in the region will perform. Success will mean repeat business and opening up new markets in the Middle East.
As explained, the company has for long failed to get opportunities in the region. Finally, it is clear that some managers will lose their jobs, if the project fails. The operations manager, Ruskin, will lose his job, a decision the top management has already made. Gatenby has also made it clear that Jobe was hired for his facilitation skills to make sure the managers work together effectively. The implied message is that Jobe would get fired too, if he failed to develop a mechanism to make all managers to work together. We can also assume that other parties such as Perry also stand to lose their jobs. Some disciplinary measures of one kind or the other can also be expected. For example, pay cuts or demotions can be applied on parties deemed to have frustrated progress.
Question 3
Jobe faces the dilemma of identifying who or where the problem in the Abu Dhabi team lies. On one hand, it appears that most of the managers are negative about the success of the project. On the other hand, the human resources manager, Stonebreaker, believes that Perry and Ruskins will work together just fine. He also exhibits optimism saying that he believes that the Abu Dhabi project will work. It is noteworthy that the majority of the managers - three, believe that the project will fail. The minority - one, believe it will succeed. While the majority has numbers, the minority has the professional authority and insight. As the human resource manager, Stonebreaker can be relied upon to have the strength of judgment (Maylor, 2010). We can therefore, put a lot of focus on his declaration that there is no human resources problem. Ruskin and Perry have however both confessed to being in conflict at work.
Jobe has to ensure that Ruskin and Perry work together, and eliminate the hostility and conflict between the two. To successfully do that, he will have to bring the two to terms. He also has to make them acknowledge their shortcomings. There will also be the need for setting specific and achievable targets for the two parties to work together on a set timeline. Secondly, he will need to establish rapport with Bruder to enable gaining of information regarding her views and opinion on the upcoming project. Bruder does not trust Jobe due to his newcomer status at the company. Jobe will need to break the barrier and assure her of professional immunity in all her opinions and views provided.
Question 4
Jobe should offer Gatenby several recommendations regarding the situation. One of the recommendations is the creation of regular team meetings, retreats and projects. Formal arbitration should also be considered between Perry and Ruskin. There is also need for reformulation of policy to have a more democratic administration. Managers should be allowed to choose their team members. Allowing a team to work for a considerable time before random reassignment will also reduce skepticism and conflicts. The assignments delegation process should, therefore, be reconsidered. Most importantly, there is the need for Gatenby to encourage and establish an open door policy for free speech on such issues (Armstrong & Armstrong, 2009).
References
Armstrong, M. & Armstrong, M. (2009). Armstrong's handbook of human resource management practice. London: Kogan Page.
Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.
