Portfolio ProjectFranklin Equipment, Ltd.

Cody Groves

Project NameProject Abu Dhabi

Project PurposeDesign and fabricate a rock crushing plant for a

Middle East construction company

Project Details• Project Team

o Project Manager: Charles Gatenbyo Oversees entire project

o Design Engineer: Bill Rankinso Designs plant and oversees its fabrication

o Operations Manager: Rob Perryo Oversees fabrication and on-site assembly

o Cost Accountant: Elaine Brudero Oversees all project financial and cost reporting matters

o Human Resource Manager: Sam Stonebreakero Trains host nationals in plant operations

• At this time, a budget and completion date has not been set

Project Consultant• Franklin Equipment, Ltd. has decided to use a

company consultant to review the details of the project.

• Project Consultant: Carl Jobe

• Jobe has hired my assistance after discovering the situation the project faces.

Current Situation

After performing individual interviews with project team members, Jobe is concerned about the following things:• There is an underlying conflict between Rankins, the

design engineer, and Pelly, the operations manager.• The cost accountant seems very disinterested in being a

member of the team and has expressed her feelings that the project will fail

• The project manager is focused on the projects success and is ignoring the problems with the project team.

Possible ActionsThere are three factors we will focus on in determining our recommendations:• Will Rankins and Pelly be able to work together

throughout the projects duration without damaging the projects success?

• Does Elaine Bruder need to be replaced as Cost Accountant for this project?

• Is Gatenby the best suited project manager for Project Abu Dhabi?

The Rankins, Pelly Issue

• Interview the two individuals again to analyze the degree of the existing conflict.

• Determine the best method for addressing the conflict.

• Hold a mediation interview with both team members.

• If a conflict resolution can not be met, the success of the project could be hindered. We will look into the possible replacement of both team members.

The Bruder Issue

• Interview Bruder again to evaluate her disinterest in project participation.

• Have a “pep talk” with her to try and boost her morale about the project in general.

• Discuss progress with the Rankins, Pelly conflict to see if that changes her feelings toward the project.

• Look into the possible replacement of Bruder as the Cost accountant for Project Abu Dhabi

The Gatenby Issue

• Interview Gatenby again to analyze his personality traits and project goals.

• Determine whether or not he is the best suited project manager for Project Abu Dhabi.

• If he does not express a more focused attitude towards the project as a whole, it may be better to replace him as project manager.

Current Recommendations

A meeting will be held with the upper management of Franklin Equipment, Ltd. to discuss our current recommendations:

• Keep Gatenby on as Project Manager. He has a strong relationship with the Abu Dhabi customer and a positive attitude towards the project.

• Keep Stonebreaker on as Human Resource Manager. He has positive attitude towards the project and a desire to work with the host natives.

• Replace Rankins as Design Engineer. Although he has the expertise required to perform the job, his feelings towards Pelly may hinder the projects success.

Current Recommendations(continued)

• Replace Pelly as Operations Manager. Although he has the expertise to fulfill the position, the existing conflict between him and Rankins could hinder the projects success. If a suitable replacement is not available, Pelly can stay on as long as Rankins has been replaced.

• Replace Bruder as Cost Accountant. Her pessimism towards the overall project can play an impact on her ability to manage the financial aspect of the project properly.

Current Constraints

Franklin Equipment, Ltd. assigns team members based on availability. If there are not any other associates available, it may be necessary to pull members off of other projects in order to create a good team for Project Abu Dhabi.

References

• Hoegl, M., & Goerg, G. H. (2001). Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence. Organization Science, 12(4), 435-449. Retrieved September 19, 2011, from the EBSCOhost database.

• Larson, E. W., & Gray, C. F. (2011). Project management: the managerial process (5th ed.). New York: McGraw-Hill Irwin.

• Project Teamwork, Team member, Team building, Team management. (n.d.). Project management training and resources. Retrieved September 22, 2011, from http://www.visitask.com/project-teamwork.asp

References(continued)

• Rondinelli, D. A. (1976). International Assistance Policy and Development Project Administration: The Impact of Imperious Rationality. International Organization, 30(4). Retrieved September 20, 2011, from the EBSCOhost database.

• Sadeh, A., Dvir, D., & Malach-Pines, A. (2006). PROJECTS AND PROJECT MANAGERS: THE RELATIONSHIP BETWEEN PROJECT MANAGERS' PERSONALITY, PROJECT TYPES, AND PROJECT SUCCESS. Project Management Journal, 37(5), 36-48. Retrieved September 18, 2011, from the EBSCOhost database.

References(continued)

• Yasin, M. M. (2000). An Empirical Investigation of International Project Management Practices: The Role of International Experience. Project Management Journal, 31(2), 20-31. Retrieved September 19, 2011, from the EBSCOhost database.