Case : Yogyakarta Bus Terminal: The Private Provision of Municipal Infrastructure

Secondly, I find that this project lacked oversight of a strong panel / board / committee to check the progress along with expenditures vs. budget. This was public money that was budgeted for a project and yet, there was no clear division between the payer and the decider as Rubin explains in “The Politics of Public Budgets”. As she states there are two critical characteristics of public

It has been said that you can often detect if a project is going to fail in its first two months. Projects are normally approved and initiated with unrealistic expectations and with an

-Lack of evaluation and no review process of service provision. A review process should be put in place and all partners must complete this and evaluations

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

My partners and I have made a list of areas that might cause the project delays or failure with their respective outcomes. We have listed the risk below that can prevent the project to finish on time.

Projects failure can often be brought about through their initial concept and planning stage. The creation of the projects goals and aims are outlined during the concept stage of the project. Here a failure to understand what the project is trying to achieve can result causes failure due to potential for unplanned growth and scope which further exacerbates the budget eventually pushing it over limit due to increased costs. An example applicable to this Target, with its attempting to pierce the Canadian retail market. Target’s entry level strategy entailed purchasing 189 leases from Canadian retailer Zellers(2) which operated in a similar market to Target, this allowed them to an access point to major retail outlet sites across Canada however

Development of transport infrastructure is a very expensive process. When the Canadian government, in the 1870s, promised to build a railway from Nova Scotia to British Columbia, it took more than two years just to find a company which agreed to do it. This is what happens today when the country needs to grow the

*A lack of efficient and effective communication between the city, project management team, and consultants. This manifests itself in basic issues like vendors blocking roadways for other vendors, the city canceling orders for electrical filtering components that were critical path, and too many unilateral decision made because "no one was in charge".

Shared leadership between city of Denver & Consultant team created many inefficiencies, duplicate work and lack of real ownership. Additionally no organizational structure change at DIA was ever made to accommodate this new baggage system project. Further complicating the matter was the communication channels and roles between city, PMT and consultants were not defined or controlled. All were working in silos.

- Lack of implementing the strategy to provide positive influence in the firm regarding the structure.

‘’Cost performance on project s often poor, what are the possible causes of this and how can it be improved?’’

In field of project management, there are a plethora of mechanisms under perpetual reevaluation. One specific segmentation of project management under such scrutiny pertains to cost duration, which is the time and monetary costs of completing individual tasks within the project’s critical path (IBM Knowledge Center, 2016). The process of monitoring and evaluating the time and financial impacts of each task is referred to as cost duration analysis (IBM Knowledge Center, 2016). A chief concern of cost duration analysis is identifying tasks within the project’s critical path which can reduce project duration (PMI, 2013). A common approach to reducing a project’s duration is task “crashing” (PMI, p.181). According to The Project Management Institute (2013) crashing refers to the process of methodical determining the financial value of increasing a critical path task’s resources in order to decrease project duration (p.181).

Lack of project management clarity: the planning activity had lot of material but lacked content, clear action items and lack of consensus on the milestones. The difficulties in the project only increased with time and a more performance driven style would have kept things on track if introduced early on.

If the project is carried out with full effort there will be less likelihood for a need of reparations in the future which can beneficially save the investing company money and effort.

Q1. Using the Mabati Rolling Mills Case Study, explain the various sources of funds as discussed by the management of Mabati Rolling Mills. Give the advantage and disadvantage of each source.