THE QUESTIONS ARE BASED ON THE CASE STUDY

Ayanda is a small-scale farmer with a mix of produce that he supplies to local fruit vendors and smaller, privately owned supermarkets. Recently, agricultural land has been made available in Ayandas area as part of a black economic empowerment (BEE) initiative. Ayanda has been approached by a consortium, called Siyaphumelela Holdings, to act as a project manager on the farm, with the aim of establishing table grape vineyards. Siyaphumelela is also running other farms in the area. The goal is for 90 per cent of the grape yield to be used for export to overseas markets, and the remaining ten per cent to be sold within South Africa. The overseas markets are highly lucrative, due to the weak South African rand. However, overseas buyers have very stringent regulations and policies that must be adhered to, and that require a lot of administration in order to meet certifications, which also vary from country to country. Fruit is sold by agents to overseas clients such as supermarket chains; for example, Tesco in the United Kingdom (UK). Local clients include Spar and Food Lovers Market. Fruit is sold to clients on demand or on fixed contracts, where the producer commits to delivering a specific quantity at an agreed priced to the client during the season. Furthermore, the fruit must be of a very high quality, and growing the fruit will require very specific expertise, as fruit is a sensitive crop that is prone to diseases and pests. The venture is capital-intensive, with high input costs. It is also time-sensitive, as it takes at least two years before the vines will yield their first harvest. This means that there will be a long period of time during which the farm will receive no income, and where it will rely only on credit that has been made available to it (around R 2 million per annum). Ayanda accepts the position based on his agricultural and commercial experience, and he is named chief project manager. He will report to the head of the project committee, Sihle, who reports to the board of Siyaphumelela and the chief executive officer (CEO), chief financial officer (CFO) and chief operations officer (COO). Before the first spade penetrates the ground, Ayanda needs to put together a team to help him establish an operational structure that will be used to launch the first stages of the project.

Question 4 [8] At this point of the initiation phase, Ayanda focuses on creating a work breakdown structure for the physical preparation and planting of the vineyards. He plans to plant five hectares in the current year, and then another eight in the following year. The planting is staggered because the cost per hectare is very high, and Ayanda cannot spend the entire planting budget within the first year of the project. The planting takes place as a fairly linear process with defined steps and phases, which include preparing the soil, laying underground water supply pipes, planting poles and building the trellises on which the vines will grow, installing above-ground irrigation, and placing 2 000 vines into the soil. Mark 4.1 Name the graphical method that would be most suitable to present in the WBS regarding the planting of the vineyard, and explain why you selected that method over other methods. (5) When the planting of the vineyard commences, Ayanda will need to enlarge his project team, as there will be more tasks that need to be completed. He plans to hire more labourers, appoint more supervisors from the ranks of the existing team of labourers, and hire someone to run the project management office. Mark 4.2 In reference to Morgeson and Humphrey's integrative framework of work design, assign each joblisted to its corresponding level within the framework. Explain your choice in each case. (3)