Each community sites sub$-$project will span four weeks. The first week entails receiving the units from the factory, getting training materials printed and all equipment transported to site. Training and installation happen from Week $2.$ Two two$-$man teams will be able to install at least ten units per day, while training will be given to roughly $25$ people per day by the trainer.Because of the schedule constraint in the project, weve needed to fast track the community sub$-$projects so that the sub$-$projects will overlap each other. We had originally planned for the first communitys sub$-$project to be a pilot and run on its own from $13$th March to $7$th April. We then intended a gap in the second week of April to be used to implement our learning so that risks can be mitigated $($or issues solved faster$)$ in subsequent communities installations.The second sub$-$project was intended to start on $17$th April and, thereafter, one community sub$-$project would commence every successive week so that the $25$th communitys sub$-$project would be closed out by $20$th October $2017,$ well ahead of the contractual deadline of $30$ November. But things arent going according to plan.Our technicians started their first week of installations yesterday. On arriving at site, they discovered that their specialised tools were stolen when the community hall, in which they were being stored, was broken into during the weekend.Fortunately, our pilot community is only $200$km outside of Cape Town, so we lost less than a day to get replacement tools to site and the technicians and trainer could begin working before the end of the day. The technicians working a little overtime, for a few nights, will mitigate the schedule delay. The impact of this issue is limited to the R$24,500$ cost of the replacement tools, overtime, and the transport $($including the $10\%$ mark up on the cost of these as per the programmes budgeting policy$).$Unrelated to that, a few communities are proving troublesome. Militant factions in each troublesome community have threatened to sabotage our work as part of their ungovernable campaign. Teresa and Jacky have successfully resolved these issues for now, having mediated between the factions and the political groups who are officially in power. This extra effort and the trips to the communities have added more costs than wed provided for in the public relations and external stakeholder liaison budget. The programmes plans have not been revised with these extra activities and the contingency reserve will need to absorb this cost and the cost of replacing the stolen tools.As a precaution against further theft losses, we plan to hire $24-$hour security services to guard our temporary warehouses at the current community and all other communities. Compared to the cost of security services, fixing the problem of the stolen tools was minor: security costs will add R$51,450,$ including the $10\%$ mark up$,$ per community to the programmes budget.Weve also lost productivity in technicians and trainers unable to do their work, having been booked for the first communities activities but not being able to work on those activities due to DTIs delay in paying the first installment. Because theyre all contracted specifically for the programme and not permanently employed, weve compensated them in the form of retrospective stand$-$by allowances in lieu of some of what they would have been paid for the actual work. They will still be paid in full, however, when they eventually fulfil their allocated activities. Therefore, the stand$-$by allowances, totalling R$21,223($also including our $10\%$ mark up$)$ is another addition to the programmes actual costs, which Louise will draw from the programmes contingency reserve.Thankfully, weve negotiated with DTI and they will increase their grant to fully cover the costs of the security and stand$-$by allowances. Louise suspects the people at DTI feel bad about having caused the delays after all the administrative red tape behind their first installment.So$,$ thats one set of problems solved. The last big issue is that the delay has affected all other activities on the critical path and, if we dont crash the schedule somehow, we will overshoot our delivery deadline of $30$ November by three weeks. Youve heard a rumour that the installation of our power systems is a pawn in a political game in the build up to the upcoming government elections. Apparently, this is why DTI is denying all our requests to push out the $30$ November deadline.The schedule is clearly the top priority in the programme, meaning we should brace ourselves for some additional costs to recover the schedule, though our deliverable and quality targets will remain unchanged. After Louise consulted Anton, you, and the other PMs$,$ she decided that the two best methods to shorten the critical path are to:$1.$ Eliminate the lag week after the first communitys sub$-$project and bring forward the second communitys sub$-$project by two weeks; and$2.$ Ask the technicians at the last two communities to work overtime so that, instead of installing five units per day per team, they would install seven, which would shorten installation, handover, and close out from three weeks to two.Because overtime rates are paid at $1(1)/(2)$ times normal pay rates, the proposed overtime for the last two sub$-$projects will add R$34,000($again including the $10\%$ mark up$)$ to the programmes actual costs. Teresa had discussed the option of overtime for installation with Bill a few weeks ago and assured Louise that Bills foundation will cover the additional cost in full.These proposed changes to the schedule and daily productivity of the last two sub$-$projects will bring the programmes scheduled delivery end date to Friday $24$th November. After handing over the final unit, the programme can be closed out, and this has no strict deadline like the delivery deadline, other than to ensure the team is de$-$mobilised and final payments from sponsors are expedited to free LESs resources and management attention for new work.To implement all these major changes to the budget and the schedule, they must be approved by the change committee, who will convene this afternoon in an emergency change control meeting requested by Louise. These change requests are on the meeting agenda:$1.$ Increase the budget by R$51,450$ to hire security for the storage areas in each community; approving this should be a formality because of DTIs commitment to cover this cost in full;$2.$ Bring forward the second projects start by two weeks; and$3.$ Have the technicians work overtime in the last two projects, which should also be a mere formality to get approved because of Bills commitment to cover in full.To prepare for the emergency change control meeting and, because the programmes financial administration is in your job portfolio, Louise has asked you to calculate the programmes revised budget for her to present at the meeting. You confirmed your understanding with Louise of LESs financial policies regarding variance calculations, namely that cost overruns and budget decreases are each shown as negatives variances. Louise also wants you to prepare the crash table for crashing the last two sub$-$projects schedules.Lastly, shes been impressed by your improvements to efficiency and the systems used in the project office perhaps her misgivings of that smart$-$sounding online project management course you keep talking about arent merited after all. Because youve introduced several positive changes in the business, Louise wants to pick your brain for some creative ideas on alternative methods to assure the schedule meets the deadline.

Give an example of poteintial scope creep in the programme and explain how it would affect the project?