LOR Phil Williams
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John Dawson has been an integral member of the construction team for the Genesee 3 coal fired power plant project in Alberta. He has excelled in his roles in design, site problem solving, and technical direction. His knowledge of Canadian codes and standards helped resolve many issues to avoid delays. John is highly regarded by his colleagues as a reliable problem solver and team player. The author gives John their highest recommendation and would hire him again without hesitation.
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Franklin Equipment, Ltd.Franklin Equipment, Ltd. (FEL), with he.docx
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 customdesigned
large machines for construction businesses in the Maritime Provinces.
Over the years its product lines became strategically focused on creating
rock-crushing equipment for dam 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
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Project Human Resources and Communications Management Assignment.docx
Project Human Resources and Communications Management Assignment
Construct a 1,000-1,250-word response that addresses the following:
1. Read the “Franklin Equipment, Ltd.” case study 11.3 (SEE BELOW)
Respond to Questions 1 through 4 of the case.
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?
2. Discuss strategies for conflict resolution for stakeholders that you believe would be applicable for this case.
3. Finally, discuss how the key challenges raised on the case could be framed within a Christian perspective. In other words, how could the key challenges in the case be addressed using Christian principles? (CWV/IFLW)
Be sure to cite three to five relevant scholarly sources in support of your content. Use only sources found at the GCU Library or those provided in Topic Materials.
Case 11.3Franklin 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 dam 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 condition ...
Franklin Equipment, Ltd.Franklin Equipment, Ltd. (FEL), with head
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 dam 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 ven-dors 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 fabrica-tion vary with the unique needs of each customer. For example, the terrain, rock char-acteristics, 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 oper-ations manager, who oversees fabrication and on-site assembly; and a cost accoun-tant, 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. FEL assigns managers to project teams based on their expertise and ...
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Natasha Bracey, a Project Coordinator at Shaw Cablesystems Inc., writes a letter of recommendation for Ken Morneau. She worked closely with Ken for 4 years when he was the Construction Manager for WiFi deployment projects in Vancouver Island. Natasha describes Ken as having vast industry knowledge, being eager to learn and share ideas, and providing valuable insights to help solve difficult problems. She says Ken earned the respect of his leaders, peers, and employees through his enthusiasm and dedication. Natasha highly recommends Ken for any position based on her experience working with him.
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The letter recommends Mr. Robb Karcsay for employment. It states that he has worked as a consultant for the Collins Companies since 1999, initially providing recommendations for implementing telecommunication services and continuing to support billing auditing, trouble tickets for outages, and advising on network changes. The author found Mr. Karcsay to be reliable, professional, trustworthy, able to complete projects, and remain calm under pressure. He would be an excellent addition to any company.
Franklin Equipment, Ltd.Franklin Equipment, Ltd. (FEL), with he.docx
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 customdesigned
large machines for construction businesses in the Maritime Provinces.
Over the years its product lines became strategically focused on creating
rock-crushing equipment for dam 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.
FEL assigns managers to project teams based on their expertise and thei.
Carl Edwards Letter of Reference
This letter provides a strong recommendation for Mike Cumberledge from his former employer of 25 years. It describes Mike as a loyal, trusted, and highly valued employee with an exemplary work ethic and character. The letter details Mike's extensive skills and experience in various construction trades and his ability to competently manage all aspects of complex construction projects. The writer expresses confidence that Mike can be trusted to safely and competently oversee any type of construction work.
Project Human Resources and Communications Management Assignment.docx
Project Human Resources and Communications Management Assignment
Construct a 1,000-1,250-word response that addresses the following:
1. Read the “Franklin Equipment, Ltd.” case study 11.3 (SEE BELOW)
Respond to Questions 1 through 4 of the case.
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?
2. Discuss strategies for conflict resolution for stakeholders that you believe would be applicable for this case.
3. Finally, discuss how the key challenges raised on the case could be framed within a Christian perspective. In other words, how could the key challenges in the case be addressed using Christian principles? (CWV/IFLW)
Be sure to cite three to five relevant scholarly sources in support of your content. Use only sources found at the GCU Library or those provided in Topic Materials.
Case 11.3Franklin 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 dam 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 condition ...
Franklin Equipment, Ltd.Franklin Equipment, Ltd. (FEL), with head
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 dam 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 ven-dors 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 fabrica-tion vary with the unique needs of each customer. For example, the terrain, rock char-acteristics, 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 oper-ations manager, who oversees fabrication and on-site assembly; and a cost accoun-tant, 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. FEL assigns managers to project teams based on their expertise and ...
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Franklin Equipment, Ltd.Franklin Equipment, Ltd. (FEL), with he.docx
Franklin Equipment, Ltd.Franklin Equipment, Ltd. (FEL), with he.docx
Project Human Resources and Communications Management Assignment.docx
Project Human Resources and Communications Management Assignment.docx
Franklin Equipment, Ltd.Franklin Equipment, Ltd. (FEL), with head
Franklin Equipment, Ltd.Franklin Equipment, Ltd. (FEL), with head
LOR Phil Williams
- 1. BHK HITACHI lnspire the Nexf Letter of Reference: John Dawson P. Williams Babcock Hitachi KK Genesee Power Project 24/09/04 To whom it may concern, It is my great pleasure to write this letter ofreference for John Dawson. John has been an important member of our construction team on the Genesee 3, 495Mw, coal fired Benson boiler construction project in Alberta. John's role on site was in design, site problem solving and technical on-site direction of labor for both electrical and instrumentation disciplines. John acquitted himself excellently in these areas. John has been since day one, an integral part of our team's success. His knowledge with regard to Canadian codes and standards has enabled us to resolve many issues in a timely manner, thus avoiding costly delays. John has been throughout his tenure here, a team player. He contributes meaningful ideas in discussion with regard to problem solving and very quickly became an important member of the team. He has at all times related well with his colleagues and as such, his advice was often sought, as his proven track record on decision making was established early and was well acknowledged to be reliable. John related extremely well with our subcontractor with technical based issues and directions. He made himself available for consultation at all times and could be counted on for immediate action to resolve issues. Whenever John was assigned a task, I was always comfortable that it would be accomplished professionally and seen through to completion. He has that rare ability to follow through on all issues, no matter how minor they may seem to ensure safety, quality, standards and schedule are maintained. Socially, John is highly regarded as a friend and peer by the members of our team. John takes with him our best wishes for success in the future for both his career and personal life. I do not hesitate to recommend John for any position he applies for and prospective employers will be rewarded with his honesty, integrity and willingness to achieve. I would have no hesitation in employing John again if a position became available for him. Regards, ~ ~.PhIl Williams I & C Construction Manager Babcock Hitachi Kure Genesee Power Project Ph: (780) 848 8265 email: bhkca_phil@kure.bhk.co.jp