Your government is planning to build, equip and operate 111 hospitals across the country, dubbed Agenda 111 Programme. They intend to have the programme delivered in 1 year. As a Governance Consultant engaged to advice the government, undertake the following tasks:

(a) With the aid of a diagram, illustrate the governance organogram that you will propose for this programme.

(b) The government has decided to outsource the design and construction of the 111 hospitals to the private sector. Using not more than two governance theories, explain why this is a good or bad decision.

(c) Briefly explain to the Minister of Health the difference between governance of the Agenda 111 Programme and the governance of the Single Hospital Project they intend to build in the northern part of the country as part of the programme.

(d) You have just been engaged as Programme Manager to replace the one who was there from the inception of the Agenda 111 Programme. You have been informed that all designs are completed, and the projects are about to start and that they have completed the stakeholder management process. Explain your reaction to the last statement and what you will do going forward with regards to stakeholder management.

(e) The government has just been accused of deliberately misinforming parliament of the estimated cost of the Agenda 111 programme to get approval. Explain the phenomenon in play here from a project performance perspective.

(f) As Programme Manager, you have been advised to set up a Project Management Office (PMO) for the Agenda 111 Programme. Justify your decision to set up or not set up a PMO for the programme the estimated cost of the Agenda 111 programme to get approval. Explain the phenomenon in play here from a project performance perspective.