Reference no: EM133041389

Controversial FS project halted again

The controversial, multimillion-rand transport project, marred by complaints from local residents and businesspeople in Bloemfontein in the Free State, is once again in the spotlight for all the wrong reasons.

OFM News reports that the Integrated Public Transport Network (IPTN) Hauweng project has come to a complete halt with workers and contractors nowhere to be seen on-site at the construction areas.

The cash strapped Mangaung Metro Municipality spokesperson, Qondile Khedama, says they have received information that a particular group of businesspeople said it won't be business as usual until they get the tenders and contracts in the projects.

The ward 47 councillor, Mokgadi Kganakga, has, however, squashed the claims by the metro and says the metro is sacrificing one area for another [due to its failure to serve the residents of the metro]. The project was initially criticised for not considering locals while giving tenders to outsiders from Gauteng and Mpumalanga provinces.

In 2019, the metro also took Heidedal residents to the High Court for demanding a 30% stake in the project. This after irate residents allegedly stopped the project in that area. The outcomes of the High Court case between the residents and Metro are yet to be made

Question 1

In controversial projects such as in the case study, the success of the project is reliant on the effectiveness of the team. Critically discuss five Lencioni's identified team dysfunctions that should be overcome to create an effective team, your discussion should include ways to overcome such dysfunctions.

Question 2

The project is often marred by conflict from stakeholders outside the project, such conflict often spills into the organisation and affect team members. Resent research has shown that not all conflicts are destructive, as a matter of fact, many organisations are tolerant towards limited levels of conflict. discuss the conflict process within the organisation, be sure to give examples relevant to the case study in your discussion.

Question 3

More often than not, when projects halt in the middle of the delivery, the learning curve is often disrupted, which may often lead to underperformance. Describe the process you would use to manage performance in this project.