Marked Assignment 1 - MATILDA ANNAH NYALUNGU

8/7/2019 Marked Assignment 1 - MATILDA ANNAH NYALUNGU

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QUESTION 1

1

ANALYSIS OF THE Y-CALL CASE STUDY: CHANGE MANAGEMENT

TO: ADRIAAN JOOSTEFROM: MATDA ANNAH NYALUNGUSTUDENT NUMBER: 72714948COURSE: MBA5914ASSIGNMENT 1DATE: 21 FEBRUARY 2011


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QUESTION 1

ANALYSIS OF THE Y-CALL CASE STUDY: CHANGE MANAGEMENT

1.1 Evaluation of Sallys role in the Y-Call Case Study

Sally Smith was appointed at Y-Call as the new Marketing Development

Manager, with a troubleshooting brief and would be reporting to Bill Walton, the

Sales and Marketing Director. Y- Call is a Call Centre business. On her arrival,

Sally was informed of the problems the business has with PJ Direct, who is one

of their clients, who fixes computers. Y-call is contracted to handle PJ Direct calls

for engineers. The PJ Direct contract was due for renewal, and due to complaintsby PJ Direct clients and dissatisfaction with the service and behaviour of Y-Call

agents, Y-Call was afraid it would loose the contract if there is nothing done

about it really quick. Moreover, Y-Call has lost a couple of contract renewals.

Sally would therefore be seen as a change agent for Y-Call to make sure that the

call centre keeps the PJ Direct contract. In the process of trying to save the

business from loosing the contract, Sally is also expected to increase

effectiveness, performance and satisfaction in Y-Call.

There is a need to analyse the following organisational factors before evaluating

Sallys role in the Y-Call call centre. These factors are:

The structure: Y-Call Management Team

2

MikeManaging Director

Daren TaylorPersonnel Manager

Tony BurrowHead of Admin &

Finance

Peggy Ramsay

Office Manager

Len HumphriesOperations Director

Bill WaltonSales & marketing

Director

Jaswinder BansalTraining manager

Sally SmithMarketing dev

Manager


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Sally Smith is reporting to Bill Walton, but the structure does not show the

demarcation in terms of managers reporting to the directors.

Culture: lack of commitment by Senior Management, lack of

communication between managers and staff/agents, poor customer

service

Politics: Financials at Y-Call are not good with lack of development grants

coming their way. Fear of the fact that politicians might subsidise their

competitors and affect their business. Managers talking about non-

commitment of their supervisors to new staff

Human Resource: staff turnover, absenteeism and sickness, lack of

training (not a learning orghanisation), high cost of recruitment due to staff

turnover, low pay rates to agents, lack of funding for training. A need to

increase a number of agents but couldnt sustain financially.

Internal change agents are normally people who know the business very well and

have the ability, knowledge and experience of directing people for change. Sally

was faced with a difficult job ahead of her as a new appointee. To begin with, it is

important to look at the internal and external forces driving the change in Y-Call:

Internal forces

-Deficiency in existing organisation:

o Obstacles in communication

o Lack of cooperation between the line and staff

o Non commitment by some of the supervisors

- Nature of the work force:

o The employee turnover is very high and put strain on management

o The behaviour of the staff towards customers poor customerservice

- Technology:

o The introduction of a new answering system (IVR system) which

might have something to do with the declining morale.

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External forces

- Competition in the Call Centre industry:

o Facing competition in their market - loosing contracts

to their competitors

o Receiving complaints from clients due to poor service

to customers

For Sally to pull it off for the Y-Call, she would need to also focus on the

following:

People: changing attitudes and behaviour of agents through

communication, decision making and problem solving. To help agents and

managers to work more efficiently and effectively together.

Technology: the new Interactive Voice Response (IVR)

machine and the work process.

Structure: She might look at how tasks are divided, grouped

and coordinated. She might also redesign jobs or work schedule.

Given the time scale with which change was required in Y-Call, a participative

strategy would be important for Sally because for an organisational change to be

successful, a change agent need to involve managers and employees as people

who will be affected by any change (might be ready or resist the change) she

would suggest, some of the people are:

- The Y-Call managers, for example, the Operations Director (Len

Humphries), who introduced the IVR system and passionate about it, that

it is doing a good job, meanwhile agents are complaining about, Tony

Burrows and Peggy Ramsay in the Admin and Finance, who are in

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charge of paperclips people were complaining of poor documentation

and inaccurate invoicing, but they blame agents for it.

Managers in Y-Call needed persuading to see the urgent need for change

because they seem not to see or in denial of the problems experienced by

agents and complaints by clients.

- Agents, as the people who do the work on the ground, would be affected

by change in terms of the system they use, the work or flow processes

and information flow. Agents claim their complaints are not being listened

to by managers. Agents might loose their jobs or change might yield

positive results such as, receiving training, morale boosted and the

system being changed.

For Sally to be successful, she needed the commitment of top management,

especially Mike, the MD whose support and influence is important in the process.

The leader of the organisation is often the most effective communicator of the

importance and necessity of change to the employees. Mike was not that

involved. Billy just needed to see a breakthrough but didnt care how it happenswith not enough financial support, but he took credit for its success. Sally didnt

know how to involve managers. Sally had the support and assistance of Jas, the

Training manager with good ideas of involving the people/agents through team-

building exercises and suggestions. She finally influenced Bill to attend a

listening session with some of the agents and he was impressed and supportive.

Bills support also influenced the other managers who came up with their own

suggestions to make it work.

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- Assess the strength of the change management team, herself in

particular.

- Assess the change sponsor, who are the top management and enable

them to effectively lead the change process.

For Sally or any change agent to effect further change in Y-Call, they need to

have enough power to impose change. As it stands, Sally does not have much

power and room to manoeuvre because of resistance from other managers and

lack of support from her boss. Y-Call has a lack the financial resources

necessary to can embark to further change.

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QUESTION 2

8

A REPORT ON THE CRITICAL EVALUATION OF A PROJECT IN THEDEPARTMENT OF SCIENCE AND TECHNOLOGY

TO: ADRIAAN JOOSTEFROM: MATDA ANNAH NYALUNGUSTUDENT NUMBER: 72714948COURSE: MBA5914ASSIGNMENT 1

DATE: 21 FEBRUARY 2011


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TABLE OF CONTENT

1. Introduction 10

2. Background of the IPDM Project of the Department of Science

and Technology 11

3. Project Life Cycle 11

3.1 Preparation phase 12

3.2 Planning phase 13

3.3 The Execution phase 13

3.4 Completing phase 13

3.5 Evaluating phase 14

4. Factors influencing the successful aspects of the project 14

5. Conclusion 14

6. References 15

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1. Introduction

The purpose of the report is to evaluate the Integrated Planning, Development

and Modelling (IPDM) Project in the Department of Science and Technology

(DST). The focus will be on the preparation and the planning stages through to

the completing and evaluating stages.

Martin (2008) defines a project as a one-off, non-repeated activity or set of tasks,

which achieves clearly stated objectives within a time limit. Project management

helps an organisation reduce product devel9opment time to market, utilize limited

resources, handle technological complexity, respond to stakeholder satisfaction

and increase global market competition (Patanakul, Lewwongcharoen and

Milosevic, 2010:41). Project management is the use of knowledge, skills, tools,

and techniques to plan and implement activities to meet or exceed stakeholder

needs and expectations from a project.

Patanakul, Lewwongcharoen and Milosevic (2010:41) further argued that to lead

a project successfully, a project manager has to become adept at initiating,

planning, executing, monitoring and controlling and closing. To do so, project

managers typically use several tools and techniques to help them orchestrate

activities along a project life-cycle.

In evaluating the project, the report will start by giving a background of the project

and how it was conceived by the department. Secondly, the report will focus at

the IPDM life-cycle, by analysing how the project life-cycle stages were executed

or performed. Secondly, the report will look at factors that influenced the

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successful aspects of the project, and thirdly, give suggestions for aspects that

could have been improved.

2. Background of the IPDM Project of the Department of Science and

Technology

During 2006, a range of interactions between the Department of Science and

Technology and the CSIR culminated in the commissioning of the CSIR Built

Environment to cooperate with other science councils and institutions of higher

learning to develop what can be defined as an early stage or highly cross-

sectoral, generic technology or knowledge patform to support integrated

planning, development and service delivery in South Africa.

The project was conceptualised as a multi-year, phased initiative, with the intent

to demonstrate to line departments the value and importance of conducting more

in-depth, longer-term research in tackling the problem of service delivery. The

project under discussion was the phase 2 of the project. Phase 1 of the project

was mainly on the research part, which was the build-up of the project.

3. Project Life Cycle

According to Patanakul, Lewwongcharoen and Milosevic (2010: 45), the project

life cycle typically passes through stages or phases where extra control is

needed to effectively manage the completion of a major deliverable, such as

preparation or conceptual phase, planning phase, execution phase,

delivery/closure and evaluation. The project life cycle provides the basic

framework for managing the projects. In Block 4, Session 2, we learn that as

each project is different, so each life cycle varies also. For the purpose of the

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report, I will focus on the preparation phase, planning phase to the completing

and evaluation phase.

3.1 Preparation phase

In the preparation phase, the DST and the project team defined the scope of the

project which clearly states the objectives and deliverables, milestones technical

requirements. The DST as the funding department had a monitoring role on the

project. The Project Team comprised of the CSIR and the HSRC who

collaborated with other science councils and institutions of higher learning to

develop the information platform to support integrated planning, development

and service delivery in South Africa.

Phase 2 of the IPDM project, which includes the further development of the

Toolkit for Integrated Planning, had as its key objectives. In realising the

objectives of the project, six project streams were identified by the projects team.

Each project stream comprises a number of project components. These projectstreams with their associated project components and responsibilities are

illustrated in Annexure 1 (Overview of the Project Concept) with the lead agency

for each project stream. It should be noted that from the preparation phase the

Department of Social Development (DSD) showed its interest to participate in the

project, but later backed out hence the DSD project stream and funding. As a

result of the DSD backing down, the project team had to revise the project

streams.

The project team consisted of members from both the CSIR and the HSRC. The

project stakeholders were identified as follows: The DST, the HSRC, the CSIR,

Municipalities, Higher Education institutions, Business, and government

departments.

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The preparation phase was a success and well planned.

3.2 Planning phase

The planning phase is important since the foundation and backbone of the

project will depend on it. In the planning phase a network plan needed to be

constructed. The network shows the project activities that must be completed,

the steps and the times for the activities to start and finish along the path through

the network. The Planned start date of the project was 1 December 2008 and the

project concluded in December 2009, which implied duration of 16 months. The

overall project programming and project schedule are attached as Annexure 2

and 3. The planning phase culminated in the submission of a concept document.

3.3 The Execution phase

In the execution phase, the IPDM project team scheduled project meetings withthe DST to keep the project on track. A meeting schedule is shown figure 1. The

team communicated regularly with stakeholders and made presentations on the

project to stakeholders such as the Municipalities, universities, government

departments when required. The project time status was monitored successfully.

Appropriate action was taken when the project scope statement shown that the

project has some problems. Deviations from the project scope were noted and

the project schedule revised. Because the project had two components, led by

the CSIR and the HSRC respectively, there were deviations or delays from time

to time. These delays delayed the progress and it indicated the lack of effective

planning, monitoring and control.

3.4 Completing phase

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Block 4, Session 6, p 101 indicates that the closing stages of the project need as

much, if not more attention as the early stages because performance may drift

unnoticed into a spiral if this part of the project is not managed as carefully as

other stages. In the completion phase of the IPDM project, the project

management team came together to plan for the closure of the project. The team

evaluated their performance and planned a closed-out report which showed all

the deliverables and the achievements to be submitted to the DST. The

achievements were also listed in the close-out report.

3.5 Evaluating phase

Martin (2008) states that judging the woth of a project can be a continual

process. It may take place before a project proposal is accepted, during the

progress of a project, at completion and sometime afterward, and the final

evaluation will consider whether the project achieved what was intended, and this

may not be evident for some time. The success of the IPDM project will take time

before it could be realized since the project institutionalization home is still being

finalised and the municipalities are learning how to use the information platform.

4. Factors influencing the successful aspects of the project

The following are seen to be the important aspects to the management of

projects. For any project to be successful there has to be good project manager

to provide leadership and bring together different teams to work towards common

goals. In addition to being able to manage people and budgets the project

manager must be able to

Identify potential risks and develop back up plan

Effectively communicate with all stakeholders

Ensure quality that meets the expectations of stakeholders

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5. Conclusion

For a project to be successful, the above success factors should be practiced

and planning to take place during the lif cycle of the project.

6. References

Martin, V. 2008. Planning the Project: study guide for MBA B713. Milton-Keynes:

Open University

Patanakul, P., Lewwongcharoen, B., and Milosevic, D. 2010. An empirical study

on the use of project management tools and techniques across project life-cycles

and their impact on project success. Journal of General Management, Vol. 35

(3).

The Open University (2008) B713 Fundamentals of Senior Management, Block

4, The Open University.

DST, 2008. Integrated Planning, Development and Modelling Project: Phase 2:

Draft Composite Proposal. Pretoria.

DST, 2009. Toolkit for Integrated Planning: Project Close-Out Report. Pretoria

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Figure 1: Meeting schedule

Milestones/Deliverables Dates

Project Steering Committee Meetings

2 Apr 2009

23 Jun 2009

16 Nov 2009

1 Feb 2010

30 Apr 2010

30 July 2010

30 Oct 2010

30 Jan 2011

28 Feb 2011

Technical Co-ordinating Committee Meetings 30 May 2009

9 June 2009

1 Oct 2009

30 Nov 2009

1 Feb 2010

15 Mar 2010

15 July 2010

15 Sep 2010

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QUESTION 3

17

A REPORT ON THE EVALUATION OF A CHANGE PROCESS IN THEDEPARTMENT OF SCIENCE AND TECHNOLOGY

TO: ADRIAAN JOOSTEFROM: MATDA ANNAH NYALUNGUSTUDENT NUMBER: 72714948COURSE: MBA5914ASSIGNMENT 1DATE: 21 FEBRUARY 2011


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TABLE OF CONTENT

1. Introduction 19

2. Section A: Description and analyses of a change process in the

DST 19

2.1 The DST approach to change 20

2.2 The DST change process 20

2.2.1 Phase 1: Realising the need for change 21

2.2.2 Phase 2: Planning the change 21

2.2.3 Implementing the change 22

2.2.4 Sustaining the change 22

3. Section B: Ways in which the change process could have been

improved in DST 22

4. Conclusion 23

5. References 24

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1. Introduction

Organizational change occurs when an organization restructures resources to

increase the ability to create value and improve effectiveness. In Block 4,

Session 8, p 47 we learn that any major change initiative in an organisation is

likely to mean changes in what it is like, changes in the ways in which people

work, and changes in the ways in which it does things.

Reasons for choosing a particular kind of change initiative relates to factors such

as a desire to improve efficiency and/or profitability, the implementation of a shift

in strategic direction, and a response to increased competitive pressures.

The report will take the following format: Section A will describe and analyse a

change process undertaken by the Department of Science and Technology

(DST) in the restructuring of Programmes in an attempt to operate more

efficiently. Section B will look at ways if any, in which the undertaken change

process could have been improved.

2. Section A: Description and analyses of a change process at DST

Sturges (2008), identified three different approaches to change, such as

organisational approaches, people approaches and process approaches. Firstly,

organisational approaches to change focus on changing what the organisation is

like. Examples of types of organisational change are; restructuring and culture

change. Secondly, people approaches to change focus on changing the ways in

which people work. Examples of the types of people approach are, the

emergence of HRM and the new patterns of working. Lastly, the process

approach to change aim to transform the ways in which organisations do things,

that is, improve the processes that they employ to conduct their business,

examples are business process re-engineering and knowledge management

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2.1 The DST approach to change

.According to Recklies (2001) change is the continuous adoption of corpoprate

strategie and structure to changing external conditions. Change in the life of an

organisation is unavoidable and there are many forces which make the changes

not only desirable but also inevitable such as technological, economic, political,

social, legal, international and labour market environment. Sturges (2008)

mentioned that the types of change made by organisations in response to

globalization, technological advances and increased competition have been to

restructure themselves in an attempt to operate more efficiently.

The DST has responded similarly in order to improve their performance as they

have come under pressure to do so. The major force behind the change was

political, due to the Departments separation from the then Arts and Culture,

Science and Technology Department, and the appointment of the new Minister

and the Director-General. The DST structure has always had five Programmes

since its separation from the Department of Arts and Culture, Science andTechnology in 2003. Late in 2004, the DST planned to restructure the

department to improve its effectiveness and performance in achieving its

objectives.

The discussion below will describe and analyse the change process followed.

2.2 The DST change process

The purpose of restructuring in DST was to introduce a new Programme called

Science and Technology Expert Services (SciTEs) . The new programme was to

house all the scientists scattered in the five DST Programmes. The main purpose

for the change was to have all science and technology experts in one programme

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for a coordinated and easy access to their services. The experts will handle only

work related to their expertise. The Programme was to work like self-managed

teams with a coordinator, the Deputy Director-General. In analysing the change

process at DST, Erwin (2009) change process will be used.

2.2.1 Phase 1: Realising the need for change

The Director-General (DG) realized the need for change as a result of lack of

coordination of efforts and work from the five Programmes at DST. The DG as

the head of the Department and the champion of change for organisational

change, met together with senior management, and the decision for change was

taken in one of the Executive Committee (EXCO) meetings. Only the DG and the

Top managers attend these meetings. The intention for change was

communicated only to the affected managers (experts) who will be relocated to a

new Programme as well as the Chief Directors under whom they report.

Reaction to the message: Some of the affected managers did not think the

message was good news because it would not make any difference as to where

they are located. The unaffected staff was also not happy after hearing the newsfrom the grapevine since they would also be affected by the planned change.

The staff meeting was called by senior management to explain the plan and how

it will unfold.

2.2.2 Phase 2: Planning the change

Senior management continued to meet to develop a plan as to what needed to

be done, when, where and how. Senior managers struggled to explain to the

managers the importance and the difference it will make as the managers

continued to ask questions in their struggle to understand the reason behind it all

and what difference it would make. The issue was discussed by senior

management every Monday in EXCO meetings. Relevant information was

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gathered at this phase regarding the proposed change, putting together a plan as

to what is to be done. Managers were not thoroughly involved in this phase, only

senior managers.

2.2.3 Implementing the change

Once the senior management was able to establish favourable conditions and

the right channels of communication then the plan was put into action. The

management called a briefing session to announce the date of implementation

and how the change will affect all the programmes and the department as a

whole. In the implementation phase, each Programme had to release all the

affected managers to the new Programme. The Department had planned to put

the experts together in one physical place, working together under the SciTEs

Deputy Director-General. The managers in SciTEs were now being challenged

and held accountable for new levels of performance. These managers no longer

had sub-ordinates to support them, hence they struggled in handling their admin

work.

2.2.4 Sustaining the change

This phase involves continuing to improve and sustaining the change as well as

evaluating the change. After two years, senior management saw no difference in

the working and performance of the new programme.

3. Section B: Ways in which the change process could have been

improved in DST

For the change process to be successful, the following key elements should have

been considered:

- The department should have in the first phase developed motivation by

providing disconfirming data that showed the need for change, the gaps

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between the existing and desired change. The DST needed to have open

discussion of issues and establishing common grounds, and redefining

responsibilities. Providing support and continuing to communicate

priorities and new responsibilities.

- Employees perspectives needed to be restructured to align them with the

new vision.

- Managers should have been involved throughout the change process to

contribute with ideas to the change process.

- The DST needed to evaluate new information about the impact of the

change. Kotter (1995, 1996) cited by Erwin (2009), suggested that

implementing change involves empowering other to act, removing

obstacles, creating short-term wins and institutionalizing new approaches.

- To sustain the change, the new ways of thinking about change should

become part of the culture.

4. Conclusion

Any organizational change attempts make employees change their behaviour

and unless the behavioural patterns of the members change the change will havea little impact on the effectiveness of the organization. From the above

discussion on the change process, it is maintained that successful change

management requires the involvement of managers and employees throughout

the organisation to provide ideas for improvements and expertise needed to

implement change. .

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5. References

Erwin, D. 2009. Changing Organisational Performance: Examining the Change

Process. PhD. Rush University. Chicago

Recklies, O. 2001. Managing Change: Definition and Phases in Change

Processes.[Online]. Recklies Management project GmbH.

Available from: http://www.themanager.org/strategy/change_phases.htm

[Accessed on 20 February 2011]

Sturges, J. 2008. Employee Involvement and Empowerment: study guide for

MBA B713. Milton-Keynes: Open University

The Open University (2007) B713 Fundamentals of Senior Management, Block

4, The Open University.

24
http://www.themanager.org/strategy/change_phases.htmhttp://www.themanager.org/strategy/change_phases.htm


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ANNEXURE 1 1

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ANNEXURE 2

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TIP Phase 1b - Budget Breakdown in relation to Project Duration

NrProject

Component

17November

Cost InRand

IncludingVAT

Start Date End date31-Jan-

09R

31-Mar-09R

30-Jun-09R

30-Sep-09R

31-Dec-09R

31-MarR

30-Jun-10

30-Sep-10

R

ConToRa

ProjectManagement

R1,445,000.

00

01 Nov2008

30 Sept2010

438,750.00

143,750.00

143,750.00

143,750.00

143,750.00

143,750.00

143,750.00

143,750.00

1,4

PM 1 Projectinceptionprocess

R295,000.00

01 Nov2008

31 Jan2008

295,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

295

PM 2 Overallprojectmanagement andco-ordinationacrossagencies

R270,000.00

01 Nov2008

30 Sept2010

33,750.00

33,750.00

33,750.00

33,750.00

33,750.00

33,750.00

33,750.00

33,750.00

270

PM 3 Technicalprojectmanagement, co-ordination&

internationalbenchmarking

R500,000.00

01 Nov2008

30Sept2010

62,500.00

62,500.00

62,500.00

62,500.00

62,500.00

62,500.00

62,500.00

62,500.00

500

PM 4 Travel andsubsistance

R250,000.00

01 Nov2008

30 Sept2010

31,250.00

31,250.00

31,250.00

31,250.00

31,250.00

31,250.00

31,250.00

31,250.00

250

PM 5 Runningandincidentalexpensesincludingprogressworkshopsandmeetingsof the

R130,000.00

01 Nov2008

30 Sept2010

16,250.00

16,250.00

16,250.00

16,250.00

16,250.00

16,250.00

16,250.00

16,250.00

130

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projectteam

InstitutionalSustainability

PlanR

550,000.00

01 Nov2008

30 Sept2010

137,500.00

137,500.00

137,500.00

137,500.00 0.00 0.00 0.00 0.00

550

ISP 1 Formaliseanagreemen

t on anappropriate andsustainableinstitutional homefor the TIPplatformand anappropriate technical"host" forthe TIPportal.

R100,000.00

01 Nov2008

30 Sept2009

25,000.00

25,000.00

25,000.00

25,000.00 0.00 0.00 0.00 0.00

100

ISP 2 Formalisebi-lateralagreements aroundthe uptakeand

application of TIP. R200,000.00

01 Nov2008

30 Sept2009

50,000.00 50,000.00 50,000.00 50,000.00 0.00 0.00 0.00 0.00 200

ISP 3 ConceptDocumenton Geo-SpatialCentre ofCompetence

R250,000.00

01 Nov2008

30 Sept2009

62,500.00

62,500.00

62,500.00

62,500.00 0.00 0.00 0.00 0.00

250

Profiler andSimulator(Technical

enhancement,development

and validation)

R9,350,000.

00

01 Dec2008

30 June2010

360,000.00

750,000.00

1,020,000.00

1,740,000.00

1,840,000.00

1,840,000.00

1,750,000.00

50,000.00

9,3

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for thesettlementtypologies

LivingLaboratories

R4,000,000.

00

01 Jan2009

30 June2010

200,000.00

466,666.66

666,666.67

666,666.67

666,666.67

666,666.67

666,666.67 0.00

3,9

LL 1 CityRegionLiving

Laboratories in 4CityRegions

R2,000,000.0

0

01 Jan

2009

30 June

2010

100,000.00

233,333.33

333,333.33

333,333.33

333,333.33

333,333.33

333,333.33 0.00

2,0

LL 2 DistrictLivingLaboratories in 4districts

R2,000,000.0

0

01 Jan2009

30 June2010

100,000.00

233,333.33

333,333.33

333,333.33

333,333.33

333,333.33

333,333.33 R 0.00

2,0

CapacityBuilding

R5,055,000.

00

01November2008

01 August2010

500,000.00

807,500.00

882,500.00

757,500.00

450,000.00

450,000.00

757,500.00

450,000.00

5,0

CB 1 Dissemination of theprojectandlinkages tothe portal.(articles,brochures,web-links)

R100,000.00

01 Nov2008

01 Aug2010

12,500.00

12,500.00

12,500.00

12,500.00

12,500.00

12,500.00

12,500.00

12,500.00

100

CB 2 Four (3day) shortcourses onthe ToolkitforIntegratedPlanning(TIP) insupport ofintegratedplanninganddevelopment.

R1,230,000.0

0

01 April2010

30 June2010

0.00307,500.

00307,500.

00307,500.

00 0.00 R 0.00307,500.

00 0.001,2

CB 3 Onenationalseminar

R125,000.00

15 June2009

R 0.00 R 0.00

R125,000.

00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00125

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CB 4 Phase 1presentations toprofessionalinstitutions, interestgroups,clustersandprovinces

R100,000.00

01 Nov2009

31 Jan2009

50,000.00

50,000.00 0.00 0.00 0.00 0.00 0.00 0.00

100

CB 5 Studentships in 4 cityregionsand 4districts(Allowances)

R2,400,000.0

0

01 Nov2008

01 Aug2010

300,000.00

300,000.00

300,000.00

300,000.00

300,000.00

300,000.00

300,000.00

300,000.00

2,4

CB 6 CSIRIntegratedDevelopmentPlanningInternshipProgramme

R1,100,000.0

0

01 Nov2008

01 Aug2010

137,500.00

137,500.00

137,500.00

137,500.00

137,500.00

137,500.00

137,500.00

137,500.00

1,1

31-Jan-09 31-Mar-09 30-Jun-09 30-Sep-09 31-Dec-09 31-Mar 30-Jun-10 30-Sep-10 Control Total Ran

Total

R

1,636,250.00

R

3,805,416.66

R

4,350,416.67 R 4,945,416.67

R

4,600,416.67 R 3,100,416.67

R

3,317,916.67 R 643,750.00 R 26,399,901-Mar-09 01-Mar-10 01-Sep-10

R5,441,666.66

R16,996,666.67 R 3,961,666.67

R 26,399,9

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ANNEXURE 3

Overall Project Programming

The project is envisaged to unfold over the 2008/2009 and 2009/2010 financial years. The plannedstart date is 1 September 2008 and the project will conclude on 31 December 2009, which implies a

planned duration of 16 months for IPDM Phase 2. The detailed timelines for the individual projectcomponent will be planned during the project inception phase.

(PM) Project Management Estimated

Timeframe

PM1 Project inception process. September 2008

PM2 Overall project management and co-ordination across

agencies

Ongoing

PM3 Technical project management and co-ordination Ongoing

PM4 Travel and subsistance for project meetingsand

workshops

Ongoing

PM5 Running and incidental expenses including progress

workshops and meetings of the project team

Ongoing

(I) Institutionalisation Estimated

Timeframe

I1 Formalise an agreement on an appropriate and

sustainable institutional home for the TIP platform and an

appropriate technical "host" for the TIP portal.

September 2008 to

November 2008

I2 Formalise bi-lateral agreements around the uptake and

application of TIP.

September 2008 to

March 2009I3 Concept Document on Geo-Spatial Centre of

Competence March 2009

(TD) National Roll Out, Technical Enhancement and

SimulationEstimated

Timeframe

TD1 Portal customisation for national roll out January 2009 to

March 2009

TD2 National roll-out of the regional profiler. January 2009 to June

2009

TD3 National roll-out of city region simulator in 4 city regions March 2009 toNovember 2009

DSD1and

DSD3

DSD Population Module - Collaborative UserSpecification, Interface Customisation, TIP Integration

and Training of Trainers.

September 2008 to

December 2008

(WC) Wall Chart Enhancement and Extension and Policy

ApplicationEstimated

Timeframe

WC1 Wall Chart Content Enhancement: Extension &

validation of settlement types to extend to national

coverage

September 2008 to

May 2009

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WC2 Develop Transport Demand Estimates per Settlement

Typology Simulate alternative transport responses for thesettlement typologies

September 2008 to

May 2009

DSD2 DSD Population Module - Collation and verification of

population and information and projections for 2014 November 2008 toFebruary 2009

(LL) Living Laboratories for Collaborative Technology

Development

Estimated

Timeframe

TT1 City-region living laboratories in 4 city-regions November 2008 toNovember 2009

TT2 District living laboratories in 3 districts November 2008 to

November 2009

(TT) Dissemination, Technology Transfer and Up-Take Estimated

Timeframe

TT1 Dissemination of the project and linkages to the portal.Ongoing

TT2 Three (3 day) short courses on the Toolkit for Integrated

Planning (TIP) in support of integrated planning anddevelopment.

March 2009 toNovember 2009

TT3 Roadshow of 4 TIP Launch Seminars September to

October 2008

TT4 Phase 1 presentations to professional institutions, interest

groups, clusters and provinces

September 2008 to

December 2009

TT5 CSIR Integrated Development Planning Internship

Programme

Sept 2008 to Dec

2009

These timelines are only indicative and will be refined on the basis of input from DST during the

project inception phase.

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Marked Assignment 1 - MATILDA ANNAH NYALUNGU

Documents

Transcript of Marked Assignment 1 - MATILDA ANNAH NYALUNGU