Read the case study carefully and answer the questions that follow.

THE IMPACT OF EXTERNAL QUALITY ASSURANCE UPFRONT TO IMPROVE GOVERNANCE OF MAJOR

INVESTMENT PROJECTS

Confronted with the recurring problem of large cost overruns and late delivery of large public investment projects,

the Norwegian government initiated a review of such projects and the planning system at the end of the last

century. It was done to identify the main causes and suggest means to improve governance of such large

investments. The aim was to avoid embarrassing cost overruns in the future, but also the type of flawed

investment cases one had seen in the past and improve return on investments. As the result of the study, a quality

assurance scheme was established year 2000 under the Ministry of Finance to help strengthen overall

governance of large public projects. Megaprojects take many years to prepare and implement. Only today, 13

years after, a sufficiently large number of projects had been completed to allow researchers to document some of

the effects of the scheme and its wider impact on government and industry.

Megaprojects are recognized as an important part of corporate and public life, but with varying reputations. This is

reflected in the media where unsuccessful cases seem to get more publicity than the successful ones. The most

common type of failure the media appears to report on is cost overrun. Number two is schedule overrun. That is

because information on cost and progress is more easily available than more complex issues regarding relevance,

etc. Even if the outcome is seen to be useful, the media tend to focus essentially on the large public construction

projects that have suffered huge cost or time overruns, such as Denvers US$5 billion airport 200% overspend

(Szyliowicz & Goetz, 1995), or the U.K.s Scottish Parliament coming in 10 times over budget and more than three

years late (Tempest, 2004).

Measuring success in a megaproject is not simple and straightforward. One reason is that success may be

interpreted differently by different individuals and institutions, depending on their preferences, values, and to what

degree they are affected by the project. Another is that the degree of success is time-dependent. For instance,

Shenhar, Dvir, Levy, and Maltz (2001) offer a chronological sequence of events as a compound definition of

project success: (1) Meeting time, budget, and other requirements, (2) impact on the customer, (3) benefit to the

performing organization, and (4) preparing the future. The projects stakeholders do not necessarily share the

same view of success. The project manager typically sees his or her job successfully accomplished when the

project is on time, within budget, and to specifications. The users will be concerned about the immediate effects of

the project, and the investor or commissioner will typically be more concerned with the long-term economic

viability. The users view on success is essential. Pinto (2007, p. 7) quotes from an Infoworld article describing a

U.S. Army study of IT projects [that] found that 47% were delivered to the customer but not used 29% were paid

for but not delivered 19% were abandoned or reworked 3% were used with minor changes and only 2% were

used as delivered.

This is not to say that all megaprojects are managed badlyindeed, the management and governance of many

megaprojects has made considerable improvements in recent years (see, for example, HM Treasury (2007) for an

upbeat report on the U.K.s Office of Government Commerce). After many decades with developments in the

project management profession, there is more expertise now in delivering efficiently and successfully a well

defined pre-specified project within a well-defined constant environment. This has proved very valuable in certain

circumstances. But the focus on project management has been much too narrow in the media and the public.

Truly, a much wider view needs to be taken on the success and failure of projects. The initial choice of the

megaproject concept is of critical importance. This represents the one key decision of many made during the

lifetime of a megaproject, which is likely to have the largest impact on long-term success or failure (Williams,

Samset, & Sunnevag, 2009). Here, by the project concept, we mean much more than just the technical solution

it includes the entire business case, the various organizations involved, and the various mechanisms and

arrangements involved in the interorganizational relationships (see also Miller and Hobbs [2009]).

Extracted from: https://www.pmi.org/learning/library/impact-quality-assurance-improve-public-projects-8960Answer ALL the questions in this section.

QUESTION ONE

1.1 As highlighted in the case study, measuring success in a megaproject is not simple and straightforward.

Against this background advise project stakeholders on the strategies they need to consider when

measuring the quality of public sector projects. Your response should include relevant examples.

(20 Marks)

1.2 With reference to relevant frameworks, discuss the steps that need to be applied by project managers of

major investment projects to enhance quality improvement.

(20 Marks)

SECTION B

[60 MARKS]

Answer ANY THREE (3) questions in this section.

QUESTION TWO

(20 Marks)

With reference to any relevant examples discuss the contents and significance of a quality management

plan.

QUESTION THREE

(20 Marks)

Mr Brown the project manager of Asphalt Projects has indicated his desire to adopt the Total Quality

Management approach within his organisation to improve the quality of deliverables. Considering this

provide an evaluation of TQM that will be considered by Mr Brown ahead of his decision.

QUESTION FOUR

(20 Marks)

Using any project of your choice advise a project manager on how they should handle project quality

management from the beginning to the end of the project. Your response should emphasize on the activities

that need to be prioritised in each of the stages highlighted.

QUESTION FIVE

(20 Marks)

You have been requested by a team of project managers to suggest tools or initiatives that they can adopt or

implement in a bid to ensure that their project activities (deliverables) are in line with the customer

requirements. Your response should discuss the suggested method/s in depth