FINAL ONLINE SUMMATIVE ASSESSMENT PROGRAMME Postgraduate Diploma in Project Management MODULE Project Quality Management INTAKE July 2023 DATE 15 May 2024 TOTAL 100 SECTION A [40 MARKS] Read the case study below and answer ALL the questions that follow. DELIVERING THE WORLD'S LARGEST PROJECTS Today, the very largest and most complex projects command budgets exceeding $5 billion and require more than five years for design, planning, and construction. The sheer scale of such projects brings unique complexities: multiple interfaces with stakeholders such as local communities and government bodies, new regulatory and environmental requirements, and often unique technological challenges. We define megaprojects of this scale as ultra large. To draw on a sporting analogy, seeing any large-scale project through to a successful conclusion is a marathon not a sprint. Without doubt, every marathon, at a little over 42 kilometres, is a substantial challenge. An ultramarathon, by contrast, is exponentially harder at up to 100 kilometres. Due to the enormity of the challenge, it's something for which you can never fully trainonly a select few know what it's like to complete the race successfully. Similarly, ultra large projects represent an exponentially tougher challenge than a typical megaproject, often defined as $1 billion in in value or greater. They are the preserve of the few. As the size of capital projects rises, so does the complexity of strategy, design, financing, procurement, and, ultimately, project execution. Today, the prize for executing large projects successfully is significant. With ever-increasing size and ambitions, the modern construction megaproject not only has a lasting impact on the owner organization but also can impact wider industry dynamics, the regulatory landscape, and even geopolitical relations. However, execution of large projects has historically proved difficult. On average, projects with budgets above $1 billion are delivered one year behind schedule and run 30 percent over budget. If this trend continues, $5 trillion in value will be destroyed in the projects currently announced around the world. For the sake of economic prosperity and lost opportunity alone, this must change. So, how can project owners boost their chances of completing an ultra large project successfully? Consultants believe a critical element for successful large project delivery has so far been neglected: specifically, the "soft" issues of project delivery such as leadership, organizational culture, mind-sets, attitudes, and behaviours of project owners, leaders, and teams. In a report compiled by a collective of researchers, they refer to this blend of soft organizational topics as "the art of project leadership," as opposed to standards, systems, processes, and technical subject-matter expertise, which are referred to collectively as project management "science." A better understanding of how to get this art right will materially improve delivery of large capital projectsthis is especially true in the context of the largest and most complex capital projects. In addressing why ultra large projects continue to fall short of expectationsdespite all the experience, learning, discussion, and analysis that has been fed into this area down the years consultants together with researchers set out to explore the unique success factors drawn from the experience of "project practitioners"people with hands-on experience in ultra large project delivery. In-depth interviews with 27 practitioners were conducted, who collectively have over 500 years of project delivery experience, and then distilled, structured, and synthesized the report findings. While interviewees did give full credit to the absolute necessity of getting the core project-management systems and processes right (the science), most of the practitioners almost take that part for granted, claiming that many companies attempting large capital investment already do (and must) have best-practice standards and processes implemented. Based on the research findings there are several variables that need to be emphasised in order for improved delivery of ultra projects. Extracted from:https://www.mckinsey.com/capabilities/operations/our-insights/the-art-of-project-leadership-delivering-theworlds-largest-projects Source: (Ellis, 2017) QUESTION 1 (40 Marks) 1.1 In the case study, it is highlighted that effective leaders overseeing ultra-large projects must rely on structured processes while acknowledging the indispensable role of leadership. Considering this, critically examine W. E. Deming's framework for understanding and improving organisational processes, systems, and performance and how this can be applied to enhance project quality within the realm of ultra-projects. (20 Marks) 1.2 "On average, projects with budgets above $1 billion are delivered one year behind schedule and run 30 percent over budget. If this trend continues, $5 trillion in value will be destroyed in the projects currently announced around the world." Considering the provided statement, analyse the main challenges that project managers encounter when striving to ensure quality outcomes in ultra-large projects. Your response should refer to relevant examples. (20 Marks) SECTION B [60 MARKS] Answer ANY THREE (3) questions in this section. QUESTION 2 (20 Marks) You are a project manager tasked with overseeing the development and launch of a new mobile application for Rain South Africa. As the project progresses, you notice an increasing number of bugs and usability issues being reported by both your testing team and early users. These issues range from simple glitches to more complex functionality failures, leading to dissatisfaction among users and a potential risk of project failure. You realize that the project's quality management needs immediate attention to address these issues effectively. As a competent project quality manager examine the approach that you will adopt in addressing this situation. QUESTION 3 (20 Marks) You are a quality manager for a construction company tasked with improving the efficiency and effectiveness of the concrete pouring process for a high-rise building project. The current process is leading to a significant number of defects, delays, and cost overruns, affecting both the project timeline and budget. The management has tasked you with improving the quality of this component to reduce defects and enhance overall product reliability. Critically discuss how you would utilise Six Sigma in addressing this issue. QUESTION 4 (20 Marks) You are a project manager leading a team tasked with developing a new software application for a client in the construction sector. The project has a tight deadline and high expectations for performance and functionality. However, as the project progresses, you notice a lack of motivation and engagement among team members. Deadlines are being missed, quality is slipping, and communication within the team is becoming strained. In order to address these issues, recognise the core quality concept that you will focus on and discuss how you intend to apply it for improved success. QUESTION 5 (20 Marks) You are a project manager leading a team tasked with developing a new e-commerce platform for a retail company. The project involves multiple stakeholders, including the client's marketing, sales, and IT departments, as well as external vendors providing specialized services. The platform aims to enhance the company's online presence, increase sales, and improve customer experience. Given the complexity and importance of the project, you recognize the need to put together a comprehensive project quality plan. Critically discuss the primary inputs that should be considered in achieving this goal. END OF PAPER