SECTION A [40 MARKS] Read the extract below and answer ALL the following questions

Como Tool and Die was a second-tier component supplier to the auto industry. Their largest customer was Ford Motor Company. Como had a reputation for delivering a quality product. During the 1980s and the early 1990s, Comos business grew because of its commitment to quality. Emphasis was on manufacturing operations, and few attempts were made to use project management. All work was controlled by line managers who, more often than not, were overburdened with work. The culture at Como underwent a rude awakening in 1996. In the summer of 1996, Ford Motor Company established four product development objectives for both tier one and tier two suppliers: Lead time: 2535 percent reduction Internal resources: 3040 percent reduction Prototypes: 3035 percent reduction (time and cost) Continuous process improvement and cost reductions The objectives were aimed at consolidation of the supply base with larger commitments to tier one suppliers, who would now have greater responsibility in vehicle development, launch, process improvement, and cost reduction. Ford had established a time frame of twenty-four months for achievement of the objectives. The ultimate goal for Ford would be the creation of one global, decentralized vehicle development system that would benefit from the efficiency and technical capabilities of the original equipment manufacturers (OEMs) and the sub supplier infrastructure. Source: Project Management Case Studies Page 153Harold Kerzner, PH. D.)

QUESTION 1 (20 Marks)

1.1 Emphasis was on manufacturing operations, and few attempts were made to use project management. All work was controlled by line managers who, more often than not, were overburdened with work. Como tool could have used an opportunity to develop their leaders, as a consultant describe to them five reasons for project leadership development. (10 marks)

1.2 Further to the development benefits, discuss the impacts of failure to invest in project leadership development. (10 Marks)

QUESTION 2 (20 Marks)

2.2 Every competitive organisation has its own objectives to drive the business mission and vision. Having read the case study, what were Como Tool and Dies objectives? What was the intention of the objectives? (13 marks)

2.3 What was the time frame for the objectives to be met? And what was their main goal? (5 marks)

2.4 What was the intention of the objectives? (5 marks)

2.5 Is it true or false that management focuses on executing a defined strategy through the achievement of objectives?