A [40 MARKS] Read the case study below and answer ALL the questions that follow. REFLECTING ON KING SHAKA INTERNATIONAL AIRPORT (KSIA) King Shaka International Airport (KSIA) opened on 1 May 2010 in advance of the start of the 2010 World Cup in South Africa. The development took just 32 months to build and boasts a state-of-the -art passenger terminal building that handles both international and domestic passengers. It can cater for 7.5 million passengers per annum and incorporates a multi-storey car park, a cargo terminal facility, a fuel farm and fuel infrastructure, control tower and offices, the 3,700 metre runway and airfield. Stakeholders in Kwa Zulu Natal had submitted many applications for development of the airport before, but the 2010 football event acted as a catalyst for permissions being granted. The South African lead consortium - IIembe - won the project and worked with global professional services organisation, Turner & Townsend, to develop the airport. Key people from Turner & Townsend UK visited the Ilembe consortium in early 2007 to understand the principle requirements, and to map out the required procedures, systems and tools. Due to obvious budgetary constraints the project team was built with as many locally employed people as possible, whilst ensuring the necessary skill transfer from the UK offices to South Africa took place. Knowledge sharing through online meetings and the use of Turner & Townsends intranet system proved successful. The ability to draw on the resource and skills base from the UK was helpful yet not all UK best practice worked well for KSIA and had to be adapted to suit local project conditions. Cultural differences in the levels of planning, expectations on site management, budget approval justification etc, meant that certain levels of project management and controls did not fit, and therefore had to either be shelved, or adjusted to suit. A good example of this was a formal stage approval process. The UK teams found significant benefit and expectation from project clients to ensure that this procedure was rigorously applied to commencing work. The Ilembe consortium however, was confident in other forms of phased project approval and thus the project team adapted their services to support the clients preferred management and governance approaches. Faced with delays to the schedule, Turner & Townsend assisted the Ilembe team to set in motion a plan to meet the 1 May 2010 deadline. This partly involved the formation of project clusters combining designers, builders and cost managers to ensure consistent understanding of the design and integration and in order to drive the schedule. The cultural differences in updating and planning construction schedules all required time to be spent understanding the pros and cons prior to trying to enforce a UK adopted approach where a local, more well-known method could be just as effective. For example, risk management concepts were very foreign in the KSIA environment so a less formal method was adopted. One method of controlling these interfaces was through a centrally controlled register of all critical interfaces. The register was updated and reviewed regularly with the project director who found this to be a very helpful mechanism of determining key risk areas within the schedule. Through the management of the dependency register, trends were easily identified to highlight either complex areas or poorly coordinated work faces. This facilitated bringing parties together to define, resolve and deliver scope as a coordinated effort. Zezipho, one of the project managers has provided schedule information (Table 1) used during the project; 2 ID3 Activity Predecessor Normal Crashed Duration (days) Cost (rands) Duration (days) Cost (rands) A - 5 1,000 3 1,500 B A 7 700 6 1,000 C A 3 2,500 2 4,000 D A 5 1,500 5 1,500 E C,D 9 3,750 6 9,000 F B 4 1,600 3 2,500 G D 6 2,400 4 3,000 H F,E,G 8 9,000 5 15,000 Turner & Townsend assisted Ilembe in delivering full Engineer Procure Construct (EPC) contract to deliver the new airport on time and within budget with no major technical or infrastructure failings. Responsibilities within the team were clearly defined to ensure the project directors knew which member of the team was best placed to action and respond to issues. Project controls governance procedures were established early and centrally owned to update and improve; meaning that consistency across all Ilembe packages was achieved, which helped standards and reporting, and minimised time wasted on reiterating requirements. Complete, auditable technical documentation and correspondence has been established to provide a complete programme record. This proved of great benefit to make information available for the close out of final accounts and in the resolution of post completion contractual matters. Case partly extracted from: https://www.apm.org.uk/resources/find-a-resource/case-study-king-shaka-internationalairport-turner-townsend/ QUESTION 1 (40 Marks) 1.1 Gantt charts provide a standard format for displaying schedule information by listing activities with their corresponding start and finish dates with a calendar. With reference to the case study provided, critically discuss the pros and cons of Gantt charts. (8 marks) 1.2 With reference to Table 1.1, You have been requested to determine the number of optimal days that the project can be shortened to and what will be the crashed project cost for these days? (Ensure that your response indicates on all the steps that need to be taken) (20 marks) 1.3 Schedules need to be controlled to know the project status, the influence of factors causing changes, and to manage changes when they occur. One output of schedule control is examining schedule performance. In light of the King Shaka International airport project, suggest different ways and measures that can be used in measuring schedule performance. (12 marks) SECTION B [60 MARKS] Answer ANY THREE (3) questions in this section. QUESTION 2 (20 Marks) Distinguish between project scope management and project schedule management. 3 ID3 QUESTION 3 (20 Marks) Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled. 3.1 In light of the statement above, critically discuss the inputs of the process. (12 marks) 3.2 Outline the key benefits of this process. (8 marks) QUESTION 4 (20 Marks) Jabez Installations installs network routers. The project manager has been concerned with the amount of time it took to complete several recent jobs. The data obtained (all in days) for a new contract are listed in the following table; Activity Predecessor Optimistic Most likely Pessimistic A - 4 7 10 B - 2 9 10 C A, B 2 5 8 D C 16 19 28 E C 6 9 24 F E 1 7 13 G C 4 10 28 H D, F, G 2 5 14 I F 5 8 17 J H, I 2 5 8 4.1 For effective Schedule Management, it is necessary to determine the activity sequencing by reviewing the activity list and attributes and milestones to determine relationships or dependencies. Critically discuss the THREE (3) types of dependencies in schedule management. (6 marks) 4.2 Construct an AON diagram for Jabez Installations (4 marks) 4.3 Determine the completion time and slack for each activity. (10 marks) QUESTION 5 (20 Marks) Discuss and evaluate the critical chain method as a scheduling tool