This case based on a PMI case]. Recently, PPC hired Bruce, who is a young and ambitious junior project manager in your department. This is his second job since he graduated from Auckland University a few years back. Some colleagues soon like Bruce, others not so. Your more experienced colleague Sourav is uncomfortable with what Bruce listed as accomplishments on his rsum and had questioned his level of experience. After a few months, it became evident that James was significantly more immature than his peers. He talked over people and shouted them down, turning every meeting into a battleground. He soon alienated part of the team. Sourav comes from a different cultural background, and found Bruces behaviour highly disturbing. On the other hand, Bruce seemed to do his job adequately, if not very well, and seemed to have the full support of the Operations Director. After a particularly difficult meeting with representative from one of the e-tailers, Sourav overheard Bruce disparaging another project manager who had challenged him. Soon, rumours about that project manager were flying around and Sourav had the impression these rumours all began with Bruce. The atmosphere in the office was changing and Sourav perceived a higher level of competition and conflict among peers, but Bruce had his supporters. Although Sourav was not directly involved in his projects, he started taking a closer look at Bruces job. He noticed that when Bruce met with PPC directors, he regularly took credit for his teams work. He did work late and put in some hours on weekends, but Sourav was convinced that he was grossly exaggerating his effort and, moreover, there was no evidence that his projects benefited from all the extra hours. We see an Ethical Dilemma: What is Sourav s position as Bruces peer? And, as a more senior project manager in the company? Should Sourav look more closely into Bruces projects? What could happen if he approaches the Operations Director about the problem? What will happen if he does not say anything? Pr 4: Assignment: Introduce your report and motivate your selected decision-making model. Motivate. (2 Marks) List the facts you consider relevant to clarify the situation. (3 Marks) List the alternative options for taking action that you consider significant and prioritize one. (2 Marks) Describe the impacts your choice may have. (3 Marks) List questions that you find essential to recognize and assess the ethical dilemma, even if the question is not listed in the PMI Decision Making Framework or in the PPT slides of one of the weekly lectures. (2 marks). Present this assignment as a brief and confidential report to the Operations Manager. Use max 300 500 words main text. Additionally, provide a well-written management summary of 50 - 70 words. Put other stuff in Appendices