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MANCOSA COVER ASSIGNMENT
Surname Mazibuko
First Names Phumelele
Student Number 154947
Subject Project scope and scheduling
Assignment Number 1
Tutor’s Name Dr Paxton
Examination Venue
Date Submitted 08 April 2019
Submission First
Submission
X Re-
Submission
Postal Address Transnet National Ports Authority
30 Wellington Road
Parktown
E-mail Phumelelemzbk@gmail.com
Contact Numbers 0782250385
Course/Intake Post Graduate Diploma in Project
Management
Declaration: I hereby declare that the assignment submitted is an original piece of work
compiled by myself.
Signature:

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Table of Contents
Questions Contents Page
Cover Page Page 1
Table of Contents Page 3
Section A
Question 1 The case study shows that ILembe and Turner
and Townsend did develop a comprehensive
scope statement which included the product,
service requirements and characteristics, a
summary of all major deliverables and the
project success criteria. Discuss, citing
examples from the case study, what the
benefits were of developing scope statement.
Page 4 to 5
Question 2 Assume that you were the project manager for
the KSIA project. Illustrate clearly the process
you would have engaged to successfully
manage the scope of this successful project.
Page 5
Question 3 Collect Requirements is the process of
determining, documenting, and managing
stakeholder needs and requirements to meet
project objectives. The key benefit of this
process is that it provides the basis for defining
and managing the project scope including
product scope. “Key people from Turner &
Townsend UK visited the ILembe consortium in
early 2007 to understand the principle
requirements”. Critically appraise at least FIVE
(5) tools/techniques that Turner & Townsend
together with the ILembe consortium could
have used to collect requirements.
6 to 7
Section B
Question 4 Your project is running behind schedule and
crashing is the only option available. The
following table contains the project data.
Page 7 to 8

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Question 4.1 Determine the cost per day to crash each of the
activities.
Page 8
Question 4.2 Calculate the total time and the cost involved. Page 8 to 9
Question 5 Analyse the various types of Gantt charts that
can be used to schedule preparations for
project negotiations.
Page 9 to 10
Bibliography Page 11

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Section A
Question 1
The case study shows that ILembe and Turner and Townsend did develop a
comprehensive scope statement which included the product, service
requirements and characteristics, a summary of all major deliverables and the
project success criteria. Discuss, citing examples from the case study, what the
benefits were of developing scope statement.
According to (Richman, 2011, p. 53) a good scope statement clearly defines all the
work that must be performed to deliver a product, service or result with the specified
features, functions, and level of quality. He further mentions that the scope statement
should also consider how this project will change the way the company does business,
what other aspects will be affected by this project (positive or negative) (Richman,
2011, p. 65). The benefits of a scope statement according to (Gido J, 2018) include:
 Improves accuracy of time, cost and estimation of resources
 Establishes a baseline for performance measurement:
o The ILembe- Turner and Townsend case study benefited from
developing a good scope statement, by the UK project team visiting the
ILembe consortium in the initial stages of the project to understand the
main requirements and to map out procedures, systems and tools in the
initiation phase of the project
 Assists in clearly communicating responsibilities:
o The ILembe- Turner and Townsend case study Established project
control governance procedures which ensured that responsibilities in the
team were clearly defined ensuring that the project directors knew which
member of the team was best placed to action and respond to issues.
 Ensures a common understating among all parties:
o The Turner and Townsend project team assisted the ILembe team to
draw up a full engineer procure construct (EPC) contract to deliver the
new airport which Cleary outline the agreement and project deliverables
for both parties.

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 Ensures customer satisfaction :
o The Turner and Townsend project team adapted their service offering to
their client ILembe; including the formal stage approval process which
differed from the ILembe consortium which had a different form of a
phased project approval method:
 Prevents project delays or scope creep:
o The Turner and Townsend project team assisted the ILembe team to
form project clusters to combine designers, builders and cost managers
to ensure consistent understanding of the design and project integration
in order to effectively drive the schedule.
Question 2
Assume that you were the project manager for the KSIA project. Illustrate clearly
the process you would have engaged to successfully manage the scope of this
successful project.
According to (Dinsmore, 2014, p. 92) the scope management plan describes how the
project scope will be defined, validated monitored and controlled. Therefore it depicts
a step by step guide towards the efficient compilation of the scope of work. Project
Scope Management is one of the PMBOK Knowledge areas and includes- the plan
scope management, collecting requirements, defining the scope and creating a work
breakdown structure (WBS) in the planning phase of the project (Institute, 2013, p.
109). Below is an illustration of how the project scope management plan would have
assisted in managing the project.
1. Project management plan
2. Project Charter
3. Enterprise environmental
factors
Organisational process
assests
1. Expert Judgement and
moderation
2. Project Meetings
1. Scope management plan
(ie WBS and detailed scope
statement)
2. Requirements
management plan
Inputs Outputs
Tools and techniques

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Question 3
Collect Requirements is the process of determining, documenting, and
managing stakeholder needs and requirements to meet project objectives. The
key benefit of this process is that it provides the basis for defining and
managing the project scope including product scope. “Key people from Turner
& Townsend UK visited the ILembe consortium in early 2007 to understand the
principle requirements”. Critically appraise at least FIVE (5) tools/techniques
that Turner & Townsend together with the ILembe consortium could have used
to collect requirements.
The Institute, 2013, p. 110 states that collect requirements is the process of
determining, documenting, and managing stakeholder needs and requirements to
meet project objectives. Project management tools and techniques as one of the
collect requirements processes, tends to focus on the planning phase of the project
life cycle. It is further elaborated that the implementation phase accounts for the
greatest level of effort and expenses are incurred (Burke, 2009, p. 20). The following
tools and techniques could have been used by Turner & Townsend together with the
ILembe consortium to collect requirements (Institute, 2013, pp. 113-117):
 Interviews- An interview is a formal or informal approach to elicit information
from stakeholders by talking to them directly. It is typically performed by asking
prepared and spontaneous questions and recording the responses (Institute,
2013, p. 113). Turner & Townsend could have utilized this technique to solicit
the exact project requirements and objectives of the project.
 Facilitated workshops- Facilitated workshops are focused sessions that bring
key stakeholders together to define product requirements. Workshops are
considered a primary technique for quickly defining cross-functional
requirements and reconciling stakeholder differences (Institute, 2013, p. 113).
By using this technique the cultural differences in planning, expectations on site
management and budget approval could be identified prior the project
commenced.
 Observations: Observations provide a direct way of viewing individuals in their
environment and how they perform their jobs or tasks and carry out processes
(Institute, 2013, p. 115). This technique could facilitate the skills transfer

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between the UK and SA teams to contribute in the formation of the project
control governance procedures and the work breakdown structure.
 Prototypes: Prototyping is a method of obtaining early feedback on
requirements by providing a working model of the expected product before
actually building it (Institute, 2013, p. 115). Turner & Townsend together with
the ILembe consortium could have built a prototype of the airport to present to
stakeholder like the Dept. of environmental affairs to show the extent of land
that the airport would occupy
 Benchmarking- Benchmarking involves comparing actual or planned practices,
such as processes and operations, to those of established airports like the OR
Tambo international airport and Cape town international airport, to identify best
practices, generate ideas for improvement, and provide a basis for measuring
performance (Institute, 2013, p. 115).
Section B
Question 4
Your project is running behind schedule and crashing is the only option
available. The following table contains the project data.
According to (Dinsmore, 2014, p. 98) crashing is the tradeoff between cost and
schedule to determine how to obtain the greatest amount of task compression at
minimal cost. (Burke, 2009, p. 18) further states that crashing also referred to as critical
path methods (CPM) was developed in 1975 as a management tool to improve the
planning and control of project turnaround time (product to sales). Therefore Project
Crashing is common in project management in which additional resources are used to

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either speed up some activities to get the project back on schedule or to reduce the
project completion time (Lestari, 2015).
According to (Kelly, 2009) as a compression technique, crashing concentrates on the
project schedule in an effort to accelerate the project's completion date. Examples of
crashing include the following:
 Over-time
 Allocating additional resources to specific activities
 Hiring additional resources
 Incentive payments for early completion
 Subsequently outsourcing portions of the project to be completed within a shorter
time period than would have been possible if the same work was to be completed
by internal resources.
4.1 Determine the cost per day to crash each of the activities.
Formula used according to ( (Kelly, 2009):
Crash scope = crash cost - normal cost
Normal duration - crashed duration
Activity Crashing cost per day
(Rands)
A 500
C 1500
E 700
F 1750
I 1200
J 700
4.2 Calculate the total time and the cost involved.
Activity No. of crashed days cost
A 1 1X500=500

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C 1 1X1500=1500
E 1 1X700=700
F 2 2X1750=3500
I 1 1X1200=1200
J 1 1X700=700
Total 7 days R 8100.00
 The total number of days that can be crashed= 7 days
 The total crashing cost is- R 8100.00
Therefore the crashed project cost = normal total project cost + cost of crashed
activities
= R 20 500.00+ R 8100.00
= R 28 600.00
Question 5
Analyze the various types of Gantt charts that can be used to schedule
preparations for project negotiations.
According to (Thomsett, 1990, p. 109) initial scheduling is effectively planned and
tracked by the use of the Gantt chart. This device is also called the timeline chart. It
was developed and used by industrial engineer and management expert Henry Gantt.
(Thomsett, 1990, p. 98). Therefore a Gantt chart only shows you when a project phase
begins and ends and how actual times compare to the schedule. A Gantt chart is “the
earliest and best known type of control chart especially designed to show graphically
the relationship between planned performance and actual performance” (Cox et al.,
1992). The following are the various Gannt charts identified by (Burke, 2015):
 A revised Gannt chart- The Gannt chart is the original tool for planning and
control therefore actual progress can be marked on the original schedule right
below each activity or milestone. This can assist with tracking progress trends
for activities. Roy: 2011, p. 59, states that once movement is made on a task,
the hierarchy and schedule are automatically recalculated and the outcome is
indicated on the revised Gannt chart.

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 A rolling horizon Gannt chart- is a simplified chart of current activities over a
short period of time. Therefore the rolling Gannt chart is a manual presentation
of activities that are at work (Burke, 2009)
 A trend Gannt chart-gives an indication of the graph trend/line of a project done
by marking consistent weekly or monthly progress. Therefore the trend Gannt
chart is done by plotting a series of goal values along with the actual values
(Burke, 2015)
 A logic Gannt chart- Uses similar techniques as when drawing a network
diagram. The logic Gannt chart therefore displays the project logic on the Gantt
chart by exhibiting dependencies between tasks using directed arcs to link
related activities. (Institute, 1999, p. 355)

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Bibliography
Cox, James F., John H. Blackstone, Jr., and Michael S. Spencer, editors, APICS
Dictionary, 1992, American Production and Inventory Control Society, Falls Church,
Virginia.
Burke, R., 2009. Project Management planning and control techniques. college ed.
New York: Promated international.
Burke, R., 2015. Project management techniques. college ed. s.l.:Burke Publishing.
Dinsmore, P. C. C.-B., 2014. The AMA Handbook of Project Management. 4th ed.
New York: AMACOM.
Gido J, C. J. a. B. R., 2018. Successful Project Managent. 7th ed. Boston: Cengange
learning.
Institute, P. M., 2013. A guide to Project Management Body of Knowledge. 5th ed.
Pennsylvania: Project Management Institute.
Institute, P. M., 2013. A guide to the Project Management Body of Knowledge. 5th ed.
Pennsylvania: Project Management Institute.
Institute,S.,1999. SAS Institute. [Online]
Available at: http://www.math.wpi.edu/saspdf/orpm/chap4.pdf
[Accessed 6 April 2019].
Kelly, É. V., 2009. Crashing with confidence. North America, Orlando FL. Newtown
Square, Project Management Institute.
Lestari, M. a., 2015. Project effectiveness and improvement. Journal of business
management , 4(5), p. 589.
Richman, L., 2011. Succesful project management. 3rd ed. United Stats of America:
AMACOM.
Roy, M. J., 2011. Biotechnology Operations: Principles and Practices. United States
of America: CRC Press.
Thomsett, M. C., 1990. Little Black Book of Project Management. 3rd ed. New York:
AMACOM B.