Read the case study below and answer ALL of the questions that follow:

R$22$ million paid for no work

The departments of public works, roads, and transport, along with the provincial health department and treasury, announced yesterday that it was willing to pay Tsogo Developers R$22$ million despite the company's failure to complete construction on the R$456,5$m Brits Hospital. Tsogo and llima Projects were awarded the R$456,5$ million contract in $2005$ and construction began on November $25,2008.$But work stopped in May this year after Ilima was liquidated. At the time Ilima had a portfolio of construction projects worth more than R$1-$billion and employed about $700$ people. Public works spokesperson Roberta Makhambeni told Sowetanyesterday that the department had good reason to pay. $"$In order to fast$-$track the re$-$appointment of the new contractor, the

department opted for a settlement instead of the final account, which would have delayed the process," Makhambeni said. Now a new contractor $-$ JR Stock and Stocks, who lost out in the initial bidding for the contract $-$ has been hired to complete the project. The hospital is scheduled to open in July $2012.$ Makhambeni said "they were second$-$best $($in the initial bidding

process$)$ and had the right grading". Tsogo and Ilima were paid R$57$ million before construction was stopped in May. Ilima's financial problems affected other projects, among them:

$-$the R$137$ million for a government office complex in Vryburg, Northwest.

$-$About R$35$ million for the construction of a psychiatric hospital in Sterkfontein, Krugersdorp, Gauteng.

$-$R$16$ million for the construction of a taxi rank in Mabopane, north of Pretoria.

$-$More than R$60$ million for the construction of $1500$ houses for Mogale City municipality$$ and

$-$R$450$ million worth of construction work in Eastern Cape. QUESTION $1(25$ Marks$)$

Analyse the scope management processes applied in the Brits Hospital construction project, considering the initial

planning, requirement gathering, and the development of the Work Breakdown Structure $($WBS$).$

a$.$ Discuss the failures in these processes that may have led to the project's inability to detect and mitigate the risksassociated with Ilima's liquidation.

b$.$ Propose a detailed plan to manage and control the scope of such a project more effectively, ensuring alignment with the project's business case as outlined in the project charter.

Question $2$: Evaluation of Schedule Management Techniques $(25$ Marks$)$

Considering the timeline from the awarding of the contract to the cessation of work and subsequent re$-$appointment of a

new contractor:

a$.$ Evaluate the effectiveness of the schedule management techniques initially employed. Utilise concepts from Gantt

Charts, Project Network Diagrams, and Schedule Compression to critically analyse the scheduling decisions made.

b$.$ Propose a comprehensive schedule management plan, including how critical path analysis could have been used to

predict and possibly mitigate the delay in project completion.

Question $3$: Assessment of Financial Management and Decision Making $(25$ Marks$)$

Examine the decision by the departments involved to pay Tsogo Developers R$22$ million despite the non$-$completion of

work. Using the principles of project scope and schedule management:

a$.$ Evaluate the financial and ethical implications of this decision.

b$.$ Discuss how a more structured validation and control of project scope, along with rigorous schedule performance

measurements, could have influenced the financial management decisions in the project.

c$.$ Provide an alternative approach that could have been taken to manage the financial risk and ensure more accountable

use of funds.

Question $4$: Strategic Recommendations for Future Projects $(25$ Marks$)$

Based on the lessons learned from the Brits Hospital construction project:

a$.$ Develop strategic recommendations for future projects undertaken by public departments. Your recommendations

should address the planning, monitoring, and controlling processes of project scope and schedule management.

b$.$ Highlight how the integration of scope validation, control techniques, and advanced scheduling tools $($like Gantt Charts

and Project Network Diagrams$)$ can be leveraged to prevent similar failures.Specifically, focus on how these

recommendations could support the development of a robust Work Breakdown Structure and a schedule management

plan that includes contingency planning for unforeseen risks