PROGRAMME FOR MANAGEMENT DEVELOPMENT

EFFECTIVE EXECUTION EXAMINATION

Date: 16 May 2015

Time: 1 hour, plus 30 minutes for reading
Total Marks: 50
Internal Tony Christodoulou
Examiner:
External Lesley Rider
Examiner:
General - This is an open book examination.
Instructions - This question paper consists of 3 pages including the cover.
- Please return this examination paper and all supplementary material to the
invigilator when handing in your completed script.
- No cell phones, notebook computers or tablets may be used during the
exam unless otherwise stated.
- All questions must be answered in the answer book supplied unless
otherwise stated. Separate pieces of paper will not be accepted and sent for
marking. Where a separate answer sheet has been provided, it will always
indicate this on the exam and will provide the necessary space to provide
your name.
- YOU ARE EXPECTED TO COMPLETE THE FRONT PAGE OF THE
EXAMINATION DOCKET IN FULL, AND TO INDICATE THE QUESTIONS
ANSWERED IN THE ORDER ANSWERED ON THE DOCKET

Special - Examination Case / Article :

Instructions Retrieved from Malone, T. (2008) Real world example of scope creep,
TechRepublic.

- MUST ANSWER QUESTION 1 (worth 30 marks)

- CHOOSE BETWEEN QUESTION 2 OR 3 (worth 20 marks)
- This examination will test your ability to apply your learning in the
effective execution course to a real life project scenario based on the
provided reading.

Past assessments should be used as a guide only. GIBS reserves the right to amend the content and
method of assessment
Page 1 of 3
 MUST ANSWER QUESTION 1

Question 1
(COMPULSORY) Marks: 30

“Large projects have a tendency to incorporate scope creep almost by inheritance.

The small details of one of the many facets of the project are easily overlooked. In this
example, the small details that didn't get planned turned out to be the entire network of
a new building.” – A statement made from the author Tim Malone.

A. With reference to the above statement, what are your views with regards to the
statement above? Do large projects tend to attract further scope creep due to its size
or complexity or is it related to how the project is managed?

B. What recommendations would you have made to Tim, assuming you met him during
his time at the private jet charter management company, to assist him going forward
in managing his project scope more effectively and consistently?

C. What could Tim have done different to avoid the challenges he mentions in his article?
Make reference and use of the Mechanics of Execution model.

ANSWER EITHER QUESTION 2 OR 3

Question 2 Marks: 20

“You can draw all kinds of conclusions about how poorly this project was managed. I'll
point out one right away - poor communications.”

A. What suggestions would you make to Tim in future around how to manage and ensure
successful delivery when dealing with external vendors and subcontractors on a
project and throughout its life-cycle?

B. What can Tim do in future projects to ensure better and more effective communication
to his relevant stakeholders?

Past assessments should be used as a guide only. GIBS reserves the right to amend the content and
method of assessment
Page 2 of 3
 Question 3 Marks: 20

“Now I have to sell it to the CEO. What! You want to spend $60,000 on a phone system
for this building? We only have a few employees in the new hangar. Why do we have to
replace the phone system here?"

A. With regards to the above statement, what should have been clearly depicted and
defined during the DEFINE PHASE of the project-lifecycle to ensure that the above
scope creep scenarios do not occur.

B. If Tim was faced with the above dilemma and the CEO decided not to invest in the
phone systems based on his set views and perceptions of this investment, what would
Tim need to consider in his communication and engagement style going forward with
the CEO in order to win him/her over and ensure the executive support required is
provided?

Past assessments should be used as a guide only. GIBS reserves the right to amend the content and
method of assessment
Page 3 of 3