Building a project charter using this case study. Use 250 or more words per part.

1a)Statement of scope:

-In scope: (hint: what products, services, functions, etc. will be delivered by the project?)

-Out of scope: (hint: what products, services, functions, etc. will NOT be delivered by this project)

b) Goals for each phase: (hint: what outcomes can be expected from the effort?)

-Phase 1:

-Phase 2:

(Basically you are supposed to answer: What is in scope, what is out of scope, and identify phase one and phase 2 from this case.)

CASE 11.3 THE NELSON MANDELA BRIDGE34 Newtown, South Africa, is a suburb of Johannesburg that boasts a rich cultural heritage. As part of an attempt to help rejuvenate Newtown, the Nelson Mandela Bridge was constructed to link it to important roads and centers of commerce in Johannesburg. Spanning 42 electrified railway lines, the bridge (Figure 11.10) has been acclaimed for its functionality and beauty. Lack of space for the support pylons (towers) between the railway lines dictated that the bridge design would have a long span. This resulted in a structure with the bridge deck supported by stay cables from pylons of unequal height. The pylons on the northern side are 48 meters high, and those on the southern side are 35 meters high. The pylons are composite columns consisting of steel tubes that had to be filled with concrete after being hoisted into the vertical position. The decision was made to pump the concrete into the tubes through a port at the bottom of each tube. This had to be done in a single operation. Although the technology for casting concrete this way was not new, the columns were the highest in South Africa, and filling them would set a world record for bottom-up pumping of self-curing concrete. The pump for the concrete was placed at ground level between the electrified railway lines, which exposed workers to the risks of being near continuous rail operations. The pumping method posed the risk of the stone aggregate and cement in the concrete mixture segregating in the pylon tubes before the concrete solidified, which would compromise the strength of the concrete. Another risk was that the pump might fail and result in the concrete solidifying in an uncompleted pylon, rendering further pumping of concrete from the bottom impossible. Two contingencies were considered: an additional pump on stand by and completing the process by pouring concrete from the top of the pylon. The concrete had to be transported by trucks to the site, which risked interrupting the concrete supply owing to traffic congestion in the city. Despite working over a busy yard with trains running back and forth, no serious accident occurred at any time in the 420,000 labor-hours project. The pump never failed, and construc- tion finished on time. The stay cables-totaling 81,000 meters in length-were installed and the bridge deck lifted off temporary supports, all while the electrified railway lines beneath remained alive. Upon completion of the bridge, some felt that the costs incurred to reduce the risks had been excessive; others held that the risks were too high and not enough had been done to reduce them