SECTION A [40 MARKS]

Read the extract below and answer ALL the following questions Como Tool and Die was a second-tier component supplier to the auto industry. Their largest customer was Ford Motor Company. Como had a reputation for delivering a quality product. During the 1980s and the early 1990s, Comos business grew because of its commitment to quality. Emphasis was on manufacturing operations, and few attempts were made to use project management. All work was controlled by line managers who, more often than not, were overburdened with work. The culture at Como underwent a rude awakening in 1996. In the summer of 1996, Ford Motor Company established four product development objectives for both tier one and tier two suppliers: Lead time: 2535 percent reduction Internal resources: 3040 percent reduction Prototypes: 3035 percent reduction (time and cost) Continuous process improvement and cost reductions The objectives were aimed at consolidation of the supply base with larger commitments to tier one suppliers, who would now have greater responsibility in vehicle development, launch, process improvement, and cost reduction. Ford had established a time frame of twenty-four months for achievement of the objectives. The ultimate goal for Ford would be the creation of one global, decentralized vehicle development system that would benefit from the efficiency and technical capabilities of the original equipment manufacturers (OEMs) and the sub supplier infrastructure. Source: Project Management Case Studies Page 153Harold Kerzner, PH. D.)

QUESTION 1 (20 Marks)

1.1 Emphasis was on manufacturing operations, and few attempts were made to use project management. All work was controlled by line managers who, more often than not, were overburdened with work. Como tool could have used an opportunity to develop their leaders, as a consultant describe to them five reasons for project leadership development. (10 marks)

1.2 Further to the development benefits, discuss the impacts of failure to invest in project leadership development. (10 Marks)

QUESTION 2 (20 Marks)

2.2 Every competitive organisation has its own objectives to drive the business mission and vision. Having read the case study, what were Como Tool and Dies objectives? What was the intention of the objectives? (13 marks) 2.3 What was the time frame for the objectives to be met? And what was their main goal? (5 marks) 2.4 What was the intention of the objectives? (5 marks) 2.5 Is it true or false that management focuses on executing a defined strategy through the achievement of objectives? (2 Marks) 2 SECTION B [60 MARKS] Answer ANY THREE (3) questions in this section.

QUESTION 3

(20 Marks)

3.1 In the project environment, it is inevitable to work with teams from the same space, cultural diversity becomes one of the key things to consider as a leader or project manager. Mention five characteristics that culturally sensitive leaders must develop in order to lead multi-cultural projects and organisations. (10 Marks) 3.2 Identify six primary mechanisms that project leaders might access to develop and embed culture. (12 Marks)

QUESTION 4 (20 Marks)

4.1 Managers in the project space have a role to play in promoting ethical behaviour, for the project to be completed with confidence. What roles are expected from the project manager? (10 Marks) 4.2 In the project space due to its nature, involvement of contractors and large sums of money, being ethical can be tested, what are some of the unethical behaviours that can arise due to the environment? Mention FIVE (5) of these (10 Marks) QUESTION 5 (20 Marks) 5.1 Change in is inevitable in the project space and in any organisation. How leaders decide bring change can either make or break the organisation and teams. What could cause people to resist change? Mentions 10 and elaborate on each. (10 Marks) 5.2 Describe 10 barriers to creativity. (10 Marks) QUESTION 6 (20 Marks) 6.1 Organisations require skilled and seasoned leaders in order to drive business objectives effectively. Leadership development processes do require that project leader must acquire or possess certain core competencies for effective implementation. What are the FOUR (4) Core Competencies Required for Project Leadership Development? (8 Marks) 6.2 For each of the competences identified in question 6.1, give 3 priority behaviours. (12 Marks)