It$$s Friday, $17$ November $2017$ and you$$re on track to hand over the last units to their new owners in a Gauteng community on the $25$ November. Yes, that scheduled handover date is indeed close to the penalty deadline of $30$ November for completing all installations and hand$-$overs.

Although the installation teams are still working hard, especially the four technician teams doing overtime in the last two communities, an air of relief is already growing in the project office. The overtime hours have made way for normal work days and Louise has even rewarded the project administration team with a few half$-$days each, which makes sense because the intense coordination of the logistics and travel bookings is now done.

The handing over of the $3,000$th and final unit presents an excellent marketing opportunity for publicity and press releases. One of the sub$-$projects in the communications project is designed to exploit this opportunity by arranging a ceremonial switch$-$on of the last unit by the province$$s premier and LES$$s founders, Jake and Nozuko. The switch$-$on must be followed by a gala cocktail event for about $100$ dignitaries.

While we$$ve managed to almost guarantee meeting the programme$$s delivery deadline, our imminent success in the programme has not come without some trauma. Because Jacky and Teresa were consumed by the myriad of issues that flared up seemingly every day in the troublesome communities, Jacky had delegated, in July $2017,$ the project administration of this key public relations sub$-$project to her personal assistant, Seth.

As with all sub$-$projects, an Open Task Report $($OTR$)$ was created to manage and report on progress. The OTR is copied below and it was last updated during the status meeting with the sub$-$project$$s team on Friday, $10$ November.

Louise enquired into the status of the publicity sub$-$project this morning and she was shocked to discover that progress is far behind schedule. Critically, she knows that the $$Individual guest visits$$ task is intended to happen as late as possible, and it would be almost impossible to crash this task$$s schedule. The risk of losing a golden opportunity for easy publicity is high.

$$

Open Task Report for

LES Empowerment Ceremony

$10$ November $2017$ status meeting

ID Task name Person accountable Planned start Actual start Planned finish Actual finish

$1$ Research Shannon $18$ Sep $25$ Sep $29$ Sep $6$ Oct

$2$ Venue Ntombi $9$ Oct $11$ Oct $13$ Oct $18$ Oct

$3$ Press release $($PR$)$ #$1$ to include venue info Chris $($outsourced$)16$ Oct $23$ Oct $27$ Oct $7$ Nov

$4$ Invitations to include PR #$1$ info Yolanda $30$ Oct $8$ Nov $3$ Nov $14$ Nov

$5$ Press release #$2$ to announce VIPs Chris $($outsourced$)6$ Nov $15$ Nov $10$ Nov

$6$ Individual guest visits Jacky and Nozuko $13$ Nov $25$ Nov

Gala ceremony $25$ Nov

Louise asks you to step in and make suggestions on how to get the project back on track as soon as possible. Critical decisions must be made and information communicated to three key stakeholders: the client $($being Jake and Nozuko$),$ management $($being Louise and Teresa$)$ and the project team. Louise will vet your suggestions before you take over managing this publicity project. Though you get along well with Seth, you suspect that he lacks project skills and that replacing him might be a solution to recovering this sub$-$project. $1\mathrm{.}2$ What information needs to be communicated to each stakeholder group listed below? $($Max$.3$ lines per point$)$

Hint: Think of the information that would be most essential in the context of this PR sub$-$project in its present state.

Start writing here:

$1.$ Client:

$2.$ Management:

$3.$ Project team: