JANUARY 2020 SUPPLEMENTARYAEGROTAT

EXAMINATION

MODULE:
PROJECT INTEGRATION MANAGEMENT

PROGRAMME:
POST GRADUATE DIPLOMA IN PROJECT MANAGEMENT

DATE: 14 January 2020 TIME: 13h30-16h30

DURATION: 3 Hours MARKS: 100
EXAMINER: W Bester MODERATOR: M A Kisten

INSTRUCTIONS TO CANDIDATES:
1. Candidates are required to answer ALL questions.
2. This is a closed book examination.
3. No written material may be brought into the examination room.
4. Write legibly and neatly.
5. Do not turn over this page until permitted by the Invigilator.

This question paper consists of two (2) typed pages excluding the cover page
QUESTION ONE [40]
Read the case study below and answer the following questions.

L. P. Manning Corporation
In March 1991, the Marketing Division of the L. P. Manning Corporation performed a
national survey to test the public's reaction to a new type of toaster. Manning had achieved
success in the past and established itself as a leader in the home appliance industry.
Although the new toaster was just an idea, the public responded favourably. In April of the
same year, the vice presidents for planning, marketing, engineering, and manufacturing all
met to formulate plans for the development and ultimately the production of the new toaster.
Marketing asserted that the manufacturing cost must remain below $70 per unit or else
Manning Corporation would not be competitive. Based on the specifications drawn up in the
meeting, manufacturing assured marketing that this cost could be met. The engineering
division was given six months to develop the product. Manning's executives were eager to
introduce the product for the Christmas rush. This might give them an early foothold on a
strong market share. During the R&D phase, marketing continually "presented” engineering
with new design\ and changes in specifications that would make the new product easier to
market. The ultimate result was a one-month slip in the schedule. Pushing; the schedule to
the right greatly displeased manufacturing personnel. According to the vice president for
manufacturing, speaking to the marketing manager: "I've just received the final
specifications and designs from engineering. This is not what we had agreed on last March.
These changes will cause us to lose at least one additional month to change our
manufacturing planning. And because we're already one month behind, I don't see any way
that we could reschedule our Christmas production facilities to accommodate this new
product. Our established lines must come first. Furthermore, our estimating department says
that these changes will increase the cost of the product by at least 25 to 35 percent. And, of
course, we must include the quality control section, which has some questions as to whether
we can actually live with these specifications. Why don't we just cancel this project or at
least postpone it until next year'?"

Reference: Krezner, H., 2003, L. P. Manning Corporation, Project Management Case Studies,
[Available on line at]
http://213.55.83.214:8181/Project%20mgt%20bks1/Project%20management%20case%20studies.pdf
[Accessed on the 7th of August 2019]

1
Questions:
1.1 With the case study in mind, design a communication plan to manage the
expectations of both the marketing department and the manufacturing department. (20)
1.2 Distinguish between the various project planning methodologies and suggest an
appropriate project methodology to accelerate the manufacturing process of the
toaster. (20)

QUESTION TWO [20]

Discuss whether it is advisable to treat the monitoring and control process within a project as
separate or continue within the project life-cycle. Motivate your answer by providing a
practical example.

QUESTION THREE [20]

According to the various sources of literature there are often huge losses in the construction
industry relating to project constraints due to ineffective planning, design delays, flaws in the
planning system and ineffective integration of suppliers in the planning system.

You are required to develop guidelines for integrating the supply chain management
functions for the project planning and control system as well as using it for understanding the
main problems related to the lack of integration.

QUESTION FOUR [20]

Discuss ways to manage changes to the project scope and its subsequent impact on the
project deliverables.

END OF QUESTION PAPER