SECTION A [40 MARKS] Read the article below and answer the questions that follow. Facilities Scheduling at Mayer Manufacturing Eddie Turner was elated with the good news that he was being promoted to section supervisor in charge of scheduling all activities in the new engineering research laboratory. The new laboratory was a necessity for Mayer Manufacturing. The engineering, manufacturing, and quality control directorates were all in desperate need of a new testing facility. Upper-level management felt that this new facility would alleviate many of the problems that previously existed. The new organizational structure (as shown in Exhibit I) required a change in policy over use of the laboratory. The new section supervisor, on approval from his department manager, would have full authority for establishing priorities for the use of the new facility. The new policy change was a necessity because upper level management felt that there would be inevitable conflict between manufacturing, engineering, and quality control. After one month of operations, Eddie Turner was finding his job impossible, so Eddie has a meeting with Gary Whitehead, his department manager. Eddie: Im having a hell of a time trying to satisfy all of the department managers. If I give engineering prime-time use of the facility, then quality control and manufacturing say that Im playing favourites. Imagine that! Even my own people say that Im playing favourites with other directorates. I just cant satisfy everyone. Gary: Well, Eddie, you know that this problem comes with the job. Youll get the job done. Eddie: The problem is that Im a section supervisor and have to work with department managers. These department managers look down on me like Im their servant. If I were a department manager, then theyd show me some respect. What Im really trying to say is that I would like you to send out the weekly memos to these department managers telling them of the new priorities. They wouldnt argue with you like they do with me. I can supply you with all the necessary information. All youll have to do is to sign your name. Gary: Determining the priorities and scheduling the facilities is your job, not mine. This is a new position and I want you to handle it. I know you can because I selected you. I do not intend to interfere. During the next two weeks, the conflicts got progressively worse. Eddie felt that he was unable to cope with the situation by himself. The department managers did not respect the authority delegated to him by his superiors. For the next two weeks, Eddie sent memos to Gary in the early part of the week asking whether Gary agreed with the priority list. There was no response to the two memos. Eddie then met with Gary to discuss the deteriorating situation. Eddie: Gary, Ive sent you two memos to see if Im doing anything wrong in establishing the weekly priorities and schedules. Did you get my memos? Gary: Yes, I received your memos. But as I told you before, I have enough problems to worry about without doing your job for you. If you cant handle the work, let me know and Ill find someone who can. Eddie returned to his desk and contemplated his situation. Finally, he made a decision. Next week he was going to put a signature block under his for Gary to sign, with carbon copies for all division managers. Now, lets see what happens, remarked Eddie Project Management Case studies 2nd Edition pg 475 H, Herzner (PhD) Answer ALL the questions in this section. QUESTION 1 (20 Marks) 1.1 According to Gary there is conflict and there are FIVE (5) reasons that bring about conflict within a project in which Gary is expected to establish (Laboratory). Identify these reasons and in addition identify FIVE (5) factors that influence conflict resolution. (10 Marks) 1.2 Gary could have used THREE (3) modes of communication with his Stakeholders in order to promote engagement. Identify the modes of communication and provide examples. (9 Marks) 1.3 Gary seems to be convinced by a particular mode that he expects his manager to use. From the case study, identify this mode. (1 Mark) QUESTION 2 (20 Marks) 2.1 In the project management space, risks are not only about the project itself. Stakeholders themselves can become a risk to the project success. One of the key things is planning for risk management. Outline this process to Gary. (6 Marks) 2.2 Which activities you would advise Gary to use in order to Manage Stakeholder Engagement? (8 Marks) 2.3 Specify what type of structure is used in the case study? (2 Marks) 2.4 Gary and his boss could have identified this risk using the primary components of a risk. What are those primary components? (4 Marks) SECTION B [60 MARKS] Answer ANY THREE (3) questions in this section. QUESTION 3 (20 Marks) 3.1 Discuss FIVE (5) various categories upon which stakeholders may be grouped in order to enable use of the Stakeholder Assessment Matrix. (10 Marks) 3.2 One of the tools and techniques which is important in the development of the plan stakeholder engagement is expert judgement. Elaborate on this. (5 Marks) 3.3 What is contained in the Enterprise Environmental Factors. Present ANY FIVE (5) of the factors. (5 Marks) QUESTION 4 (20 Marks) In order for the project team to examine the results and take actions from stakeholder engagement processes, several outputs are examined to process and review changes that were observed. State and explain ALL the outputs. QUESTION 5 (20 Marks) 5.1 Why is monitoring and controlling stakeholder engagement important for project management? (5 Marks) 5.2 Discuss how you will go about completing and reviewing the Results of Control and Monitor Stakeholder Engagement. (15 Marks) QUESTION 6 (20 Marks) 6.1 The project manager and the project team should strive to know their stakeholders if they are interested in the success of the project. What would be the reasons for identifying stakeholders? (5 Marks) 6.2 Identify and discuss FOUR (4) categories of stakeholders and provide examples. (12 Marks) 6.3 Between the stakeholders that are commonly classified as bondholders and those regarded as constituting the project community external to the project organisation, who amongst them has the power and ability to bring the project to a halt and why? (3 Marks) END OF PAPER