Project Human Resources and Communications Management

1 Project Human Resources and Communications Management 1. Evaluate the criteria FEL uses to assign managers to project teams. What efficiencies do these criteria create? What are the resulting problems?

FEL criteria of assigning managers to project teams focus on their expertise and their availability. Each specific area of the project that needs a manager must get someone who has the right skills and knowledge. Human resource is manned by a human resource expert as a manager, an operations manager who has expertise in engineering, and a project manager who has managerial skills and knowledge relevant to his or her assignment. The manager's availability is also considered because the company runs so many projects; thus, it would not assign a manager to the project when he or she is overwhelmed by other incomplete projects. In this respect, managers who have completed their projects or are about to complete them are usually assigned to the new projects.

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Efficiencies The efficiencies of these criteria are that only persons with relevant expertise are assigned to manage a particular project. Lack of expertise is never a challenge in running projects.

Secondly, the criteria ensure that managers are not burdened by work (Bhola, 2017).

Consequently, only those who are available are assigned new projects, implying that there is proportional work for each manager.

Problems The criteria create issues about the same people working together for a long because when managers running a particular project complete it, chances that they will all be available for the next project are very high. This creates a monotony within a project team (Bhola, 2017).

Managers work together for long; they may develop unresolved problems that affect their work on future projects, as in the Abu Dhabi project. The criteria are predictable and less supportive of change. Lack of changes in the team is a recipe for opposition to change. For an organization that works on diverse projects such as FEL, managers should be trained to work in a variety of teams.

2. Why is it even more important that project team members work well together on international projects such as Project Abu Dhabi?

The team members need to work well together on international projects because much of the company’s reputation and expansion in the foreign market depends on how best the project is done. International projects such as the Project Abu Dhabi present rare opportunities for FEL to make its presence in the Middle East. It is also important to note that each international project comes with varying concerns that the project team can best address if each team member offers his or her best through collaboration.

3 3. Discuss the dilemma that Jobe now faces.

Jobe faces the dilemma of how to go about the conflict between Perry and Rankins because the two seem to be irreversibly incompatible for the project. At one point, Perry knows that if he cannot work with Rankins, the latter will be fired, a position that may explain the degree of the challenge of getting the two to work together. Also, Jobe has a dilemma of looking for a formula to help Perry and Rankins work together when one has stated that they may end up killing one another if they are pushed to work together for nine months. In this respect, Jobe is in a quandary, whether he should try to reconcile Rankins and Perry or have the former fired.

4. What should Jobe recommend to Gatenby?

Jobe should recommend to Gatenby should be that Bill Rankins should be swapped with a manager from another team. Rankins is still a competent and useful manager whom the company can use on other projects; his personal differences with Perry cannot be the only reason to fire him. Also, Rankins and Perry cannot work together on the project, hence the need to separate them. Perry and Rankins need some training on the importance of teamwork and the importance of quality communication within a team (Barron & Burke, 2014).

Moreover, Jobe should recommend to Gatenby the need for in-depth training of team members on the value of the project and how best they can work together to make it a success story. Bruder is skeptical about the project, while Perry believes the project won't work. In this respect, they need some induction to help them appreciate the positive value they can add to the project to avert the pitfalls of the failure they have intimated about.

Strategies For Conflict Resolution The case presents a complex problem that can be resolved using several strategies of conflict resolution. The following approaches can be explored to resolve the problems at hand:

4 Compromising The stakeholders, FEL management and individual employees would solve issues between employees and about Project Abu Dhabi's management by having players compromise their rigid positions. For instance, Perry and Rankins have resolved that they won’t work together, an issue that should be addressed for the two to work as a team. Each of the two should compromise his position about the other and accept to work together. Moreover, FEL management ought to compromise its position on Rankins and allow him to work elsewhere if he cannot work with Perry. It is too punitive to fire him if he fails to work with Perry (Murray, 2015). The organization should look for a compromise position that would include swapping the managers to maintain the two. However, the compromising strategy should not be employed at the expense of quality completion of the project work.

Accommodating An accommodative strategy would be explored to solve personal differences between Rankins and Perry. The latter hated the former from day one because he could not accommodate his abrasive behavior. According to Murray (2015), being accommodative can help them two get along well. Rankins, too should find a way of accommodating Perry and anyone else within the organization who never went to Purdue nor has the qualifications he has.

From a Christian perspective, the challenges raised in this case can be understood from the perspective of love, boastfulness, and forgiveness. Parties have failed to show love for one another, which have created frosty relations between them. Loving one another would help to end the impasse between Perry and Rankins. Being boastful and arrogant, as is the case of Rankins, caused his problem with Perry. Perry and Rankin could get well along if Rankins stopped being boastful. Lastly, forgiveness is the solution to interpersonal difference. Rankins

5 and Perry are highly divided because each is not humble enough to seek forgiveness where he wronged the other.

6 Reference Barron, S., & Burke, R. (2014). Project Management Leadership: Building Creative Teams, 2nd Edition. John Wiley & Sons.

Bhola, P. (2017). Project Leadership And Team Building In Global Project Management: Best Practices. Partridge India.

Murray, R.R. (2015). Conflict Resolution Strategies: (For All Seasons). Xlibris Corporation.

Snyder, C. (2017). A project manager's book of forms: A companion to the PMBOK Guide, Sixth Edition. John Wiley & Sons.