FORMATIVE

PGDPM: advanced project ASSESSMENT 1

management
Question 1

1.1. In projects there are major factors that can be limitations to the end product. Most of these can be a
hurdle if not properly managed.

Factors that can influence project budget are namely and not limited to, clients’ requirements,
economic, resource availability, projects industry standards/ regulations, Stakeholders and their
involvement, design costs, nature of the project actors and risk tolerance.

 CLIENT'S REQUIREMENTS
Any construction project's fundamental goal is to fulfill the client's expectations on time and
within budget. The needs of different clients can be very different; what can be an important
factor for one client might not be for another. Quality of works, project costs, and timeline
are often the three main considerations for clients.
Any client wants the best of the product they pay for. Quality is crucial and is remembered
long after the price is forgotten. If a project is finished on schedule and on budget but falls
short of the predetermined quality requirements, it is deemed a failure. Therefore, during
the construction process, assuring exceptional quality should come first.
Appeal, a non-defective product, achieving its intended purpose, guarantees, durability are
all quality elements. While some of these components can be addressed during the design
stage, others must be carried out on-site by the contractor. It's crucial to create a building
that satisfies the needs of the client. However, over-specifying a building and using premium
components and craftsmanship will drive up the price.

 NATURE OF THE PROJECT

The cost of a project is determined by the clients’ requirements and cemented by the
engineers’ specifications. While costs for some projects may be clearly determined, others
present a nearly limitless amount of design alternatives and unclear overall costs.
Scope identification and management is the biggest concern of any project. A scope is what
makes a project. For scope identification and management, it is important that is done to the
best ability and that all relevant stakeholders involved. Failure for scope to not be clearly

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 identified may cause a huge deviation on the project which may require adjustment on the
time and many scope creeps which all can escalate the budget abruptly.

 DESIGN COST
Many clients want to minimize construction costs, yet doing so could lower the project's
quality. Budget constraints may result in a finance-driven strategy where inexpensive
alternatives are chosen over more sensible ones. Contractors are frequently under intense
pressure from clients with strict budgets to keep costs under control and guarantee project
completion within the set financial constraints. Budget restrictions, however, can prevent
the addition of beneficial attributes, leading to increased operating and maintenance
expenses.
All design parameters for any project, including its size, the use of the end product, a
distinguished timeline and many more, are important variable in deciding what amount it
will cost for construction.
A timeline for any project is very important, without a timeline it is difficult to track the
progress as well as key deadline and set goals for the project management. Time is crucial
for project management as it affects the quality of works therefore costs and service
delivery.

 ECONOMIC CONDITIONS
The construction industry is highly sensitive to changes in the economic landscape, both
locally and nationally. Construction activities flourish during economic growth, but
experience declines during economic downturns.

 REGULATORY CONSTRAINTS
Regulations and guidelines dictate how developments are executed. While rising standards
related to planning, construction, safety, and environmental protection lead to better
outcomes, they also come with additional costs.

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1.2. The initial planning of the bridge was done in the 1960s, but the implementation only began early
70s only to be stopped in the late 70s with explanation. Dues to the lack of information to the
stoppage of this project many theories spread. One theory is that a shopkeeper refused to sell his
property so the bridge could pass through it, which resulted to the sudden stoppage. Another one is
that a construction error made it impossible to link the two ends of the bridge together. Finally, an
explanation that the works stopped due to budget constraints.

Looking at the risk if the shopkeeper’s theory might be true, it gives true definition to the term
failing to plan is planning to fail. Such a risk is one that can be mitigated from project initiation and
planning. During the initiation phase a feasibility study is done which includes the risk analysis. For
this project all the hinderances to the project were to be identified and evaluated the possibility of
their impact. In the initiation phase the scope is properly identified which includes where this work
will be done and how. At that stage the risk of this work to overlaps would have surfaces, and
analysis of this with mitigations was to be done.

The impossible link of the two ends could have been caused by poor design and poor monitoring of
the works. During the design stage a group of qualified personnel works tirelessly to produce the
best and proper design for the work to be carried out effectively. If for arguments sake the design
team was not fully qualified or maybe the team failed to design according to set specifications,
theory number two becomes a reality. Monitoring of construction works is as important as the
initiation. This stage should also be done by fully qualified personnel to actively monitor that the
works are always up to standards and done effectively.

One of the major project constraints is the cost/budget together with scope and time. Every decision
is taken in reference to these three major constraints. During the initiation phase all cost
components have to be stipulated to avoid cost variation at anytime during the project lifecycle. Due
to project nature of being prone to risks, measures like cost allowances are allowed for.

For successful projects all phases of the projects must be treated with deserving attention and risks
should be monitored all the time to reduce project failures

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Question 2
2.1
 Talent shortage

Talent shortage in a procurement process refers where a procurement team has a deficiency of
necessary proficient personnel or expertise required to successfully complete the projects tasks and
objectives.

Talent shortages can lead to understaffing, which delays the procurement process, and inexperienced
staff making errors of judgment. These means compromised quality of work, increase in costs,
stakeholders’ dissatisfaction.

 Disorganized vendor management

Disorganized vendor management refers to the lack of systematic and structured approach in handling
relationships with the suppliers.

Failure to manage vendors adequately may yield to poor vendor performance which may lead to
trouble managing contracts and ultimately having overpriced projects.

 Error-prone, manual internal processing

Error-prone, manual internal processing is manual inputting of data and human as it is, meaning
potentially prone to human errors.

Manual processing can be tedious and yield to human errors that can be mis interpreted/read, also
physical papers can be lost.

 Delays in procumbent

Are anything that can delay the procurement process to take the planned time.

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Delays in procurement can cause an uneasiness on parties involved and give rise to unnecessary scrutiny
on the process.

 Inaccurate internal needs analysis

Inaccurate internal needs analysis is when an organization is in need of services or goods but the
organization itself has no clear understanding of how much of the service is needed, for what cost and
timeline.

For example, if a project scope, timeline, and needs are not properly understood you wouldn’t know
what is needed at procurement level. Let’s say a scope/need of the project was never determined and
at what cost it is needed an organization could be running a risk of an unskilled, under or even
overpriced contractor. Such could result to a failed project with poor quality product and a loss for the
organization.

 Non-compliance and crude contract management processes

Non-compliance and crude contract management processes refers to a situation where supply chain
management does not adhere to established rules and regulations, policies and or contractual
obligations.

Cost overruns, non-compliance issues often require additional resources to rectify. Legal and regulatory
consequences can pose high financial risks.

 Poor vendor selection

Poor vendor selection refers to procurement of unqualified, risk prone and service provider that meets
the minimum requirements.

Having poor suppliers means poor supply or even no service delivery.

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2.2 Transformational leadership empowers and motivates professionals to think outside the box and
develop new strategies that will help a business succeed in the future. This method therefore produce
trust in employees and encourages them to be independent thinkers who aim to support the company’s
goals.

As this type of leadership encourages each employee growth, it produces passionate employees that are
set on promoting the goal of the organization, transformational leaders also care genuinely about
ensuring the achievement of every employee. Another essential quality is their capacity to spot outdated
corporate procedures and concentrate on simplifying or altering them as necessary.

Additionally, these leaders aren't reluctant to take on challenges or think rationally about criticism.
Employees are therefore given the freedom to express their opinions and provide helpful evaluation of
fresh guidelines. To ensure that everyone contributes to the team's success, leaders will also take
chances and support ideas put forward by others. Transformational leaders advocate coaching and team
building rather than a strict leadership style. Building employee confidence in their capacity to perform
and learn from mistakes helps organizations better prepare for unforeseen circumstances like
restructuring or downsizing.

Additionally, transformational leaders inspire individuals by engaging to their own personal goals, which
helps the team and organization achieve organizational objectives and realize their vision of success. This
is created through including employees in making decisions, which increases commitment to the shared
objectives.

Transformational leaders have the power to significantly influence an organization and achieve
achievements. Due to the fact that employees of all organizational demonstrate higher levels of
individual progress, trust, commitment, and loyalty. Employees concerns and developmental needs are
taken into consideration by transformational leaders, which are also helping in influencing
employee’s opinions by assisting them in conducting creative analyses of issues and fundamental
responsibilities. They also ethically motivate and enable followers to exert greater effort in achieving
their own, their group's, and their organization's goals and vision. In conclusion, transformative
leadership is essential to the development of organizational cultures, personnel, and service delivery.

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Question 3

3.1 INITIATION PHASE

At initiation projects need and objective is identified. This is done through a feasibility study to prove
if the project has value and proved that it can be done at reasonable price and time and within
budget.
This stage is crucial because it clearly states the need of the project and if it feasible.

PLANNING PHASE
This phase further outlines the previous stages objectives. This is the stage where all necessary
details are zoomed into much detail and the following steps are clearly stipulated, assessed, and
planned. This is the stage all the work to be done is identified.
This stage helps to give an overview of the entire project into much detail as to the costs, risks,
timeline and all the necessary resources to the end of the planned project.

EXECUTION PHASE
During this phase, the project plan is put into motion and the work of the project is performed.
This phase is important as the product builds into the vision of the project team.

MONITORING PHASE
This phase goes hand in hand with the execution phase to monitor the works as means to make sure
the plans done on previous phases are met and up to standard.
This phase is crucial too as it safeguards the vision on the project team, as it monitors the quality,
the execution of works to manage costs and track the work.

CLOSING PHASE
This is the final stage which assists with tracking the efficiency and effectiveness of the product.
This is crucial as it confirms the works and solidifies the end of a project life cycle.

3.2 Project Organizational breakdown structure

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 PROS CONS
The entire project team reports directly to the There may be very little coordination and
project manager therefore makes decision communication between the various project
making more effective teams if the organization is working on multiple
projects at once. Because project teams could
be more concerned with the objectives of their
individual projects than the organizational goal.
Communication is easier and faster The team members are always uncomfortable
because they are worried about losing their
jobs when the project is over.
Clear objectives and direction as all Its deadlines and tight schedule make it an
communication comes from one person unpleasant place to work.
Encourages instantaneous response to project It is costly as in aims to hire highly skilled
needs individual

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References

(PDF) building the foreshore freeways: The politics of a freeway “artefact”. Available at:
https://www.researchgate.net/publication/228817877_BUILDING_THE_FORESHORE_FREEWAYS_THE_P
OLITICS_OF_A_FREEWAY_ARTEFACT (Accessed: 09 September 2023).

Project Life Cycle: The 5 process groups | Adobe Workfront. Available at:
https://business.adobe.com/blog/basics/life-cycle (Accessed: 11 September 2023).

Connect, M. (2023) Mancosa (1 vols). 1st edn. Pretoria, South Africa: Mancosa.

Laskow, S. (2018a) A highway in Cape Town has been left half-finished for 40 Years, Atlas Obscura.
Available at: https://www.atlasobscura.com/articles/cape-town-unfinished-freeway (Accessed: 09
September 2023).

Laskow, S. (2018b) A highway in Cape Town has been left half-finished for 40 Years, Atlas Obscura.
Available at: https://www.atlasobscura.com/articles/cape-town-unfinished-freeway (Accessed: 03
September 2023).

Maqbool, R. et al. (2017) ‘The impact of Emotional Intelligence, project managers’ competencies, and
transformational leadership on Project SUCCESS: An Empirical Perspective’, Project Management Journal,
48(3), pp. 58–75. doi:10.1177/875697281704800304.

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