QUESTION 1

ANALYSIS OF THE Y-CALL CASE STUDY: CHANGE MANAGEMENT

TO: ADRIAAN JOOSTE

FROM: MATDA ANNAH NYALUNGU
STUDENT NUMBER: 72714948
COURSE: MBA5914
ASSIGNMENT 1
DATE: 21 FEBRUARY 2011
1
 QUESTION 1

ANALYSIS OF THE Y-CALL CASE STUDY: CHANGE MANAGEMENT

1.1 Evaluation of Sally’s 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 complaints
by 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

Sally’s role in the Y-Call call centre. These factors are:
• The structure: Y-Call Management Team

Mike
Managing Director

Bill Walton
Len Humphries
Sales & marketing
Operations Director
Director

Sally Smith Tony Burrow

Daren Taylor Jaswinder Bansal
Marketing dev Head of Admin &
Personnel Manager Training manager
Manager Finance

Peggy Ramsay 2
Office Manager
 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 couldn’t 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 customer
service
- Technology:
o The introduction of a new answering system (IVR system) which
might have something to do with the declining morale.

3
 • 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

4
 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 didn’t care how it happens
with not enough financial support, but he took credit for its success. Sally didn’t
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.
Bill’s support also influenced the other managers who came up with their own
suggestions to make it work.

5
1.2 Evaluation of Y-Call’s readiness for further change

The change management team or the change agent needs to firstly assess the
organisation’s readiness to change before change or further changes could be
effected. This readiness assessment can include the organisational, culture,
employee and change assessments, which will provide the team with insights
into the challenges and opportunities they might face during the change process.
This is what Sally should have done before embarking on a change process in Y-
Call. The lack thereof could have been due to the pressure from management
and the urgency with which the process should have been done. The following
are the reasons why Y-Call could not be ready for further change:
- HR is already feeling the pinch of the change with employees beginning
to resign due to unhappiness and getting jobs outside with better rates.
- Some managers questioning the new teams approach to change, i.e. the
introduction of self management teams.
- Managers are not of the idea of replicating the teams approach to the rest
of the organisation.
- The IVR system’s performance has also dropped according to the
operations manager.
- Y-Call is in financial difficulties and needed to cut costs. As a result, they
might reduce standard shifts and overtime.

Sally should have in the first place started by assessing the readiness of Y-call to
change by looking at the following:
- The scope of change, including how big the change is, how many people
are affected, and if the change is gradual or radical.
- Assess the readiness of Y-Call- the system and background of impacted
group, what type of resistance can be expected?

6
 - 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.

7
QUESTION 2

A REPORT ON THE CRITICAL EVALUATION OF A PROJECT IN THE

DEPARTMENT OF SCIENCE AND TECHNOLOGY

TO: ADRIAAN JOOSTE

FROM: MATDA ANNAH NYALUNGU
STUDENT NUMBER: 72714948
COURSE: MBA5914
ASSIGNMENT 1 8
DATE: 21 FEBRUARY 2011
 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

9
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

10
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

11
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 project
streams 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.

12
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 with
the 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

13
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

14
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

15
 Figure 1: Meeting schedule
Milestones/Deliverables Dates

2 Apr 2009

23 Jun 2009

16 Nov 2009
Project Steering Committee Meetings 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

16
QUESTION 3

A REPORT ON THE EVALUATION OF A CHANGE PROCESS IN THE

DEPARTMENT OF SCIENCE AND TECHNOLOGY

TO: ADRIAAN JOOSTE

FROM: MATDA ANNAH NYALUNGU
STUDENT NUMBER: 72714948
COURSE: MBA5914
ASSIGNMENT 1
DATE: 21 FEBRUARY 2011

17
 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

18
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

19
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 Department’s 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 and
Technology 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

20
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 news
from 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

21
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

22
 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.
- Employee’s 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 have
a 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. .

23
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
ANNEXURE 1 1

25
ANNEXURE 2

26
 TIP Phase 1b - Budget Breakdown in relation to Project Duration

17
November
Project 31-Jan- 31-Mar- 30-Jun- 30-Sep- 31-Dec- 30-Jun- 30- Control
Cost In 31-Mar
Nr Compone Start Date End date 09 09 09 09 09 10 Sep-10 Total
Rand R
nt R R R R R R Rand
Including
VAT

Project R
01 Nov 30 Sept
Management 1,445,000. 438,750. 143,750. 143,750. 143,750. 143,750. 143,750. 143,750. 143,75 1,445,00
2008 2010
00 00 00 00 00 00 00 00 0.00 0.00
PM 1 Project
01 Nov 31 Jan
inception R 295,000. 295,000.
2008 2008
process 295,000.00 00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 00
PM 2 Overall
project
managem
ent and 01 Nov 30 Sept
co- 2008 2010
ordination
across R 33,750.0 33,750.0 33,750.0 33,750.0 33,750.0 33,750.0 33,750.0 33,750 270,000.
agencies 270,000.00 0 0 0 0 0 0 0 .00 00
PM 3 Technical
project
managem
ent, co-
ordination 01 Nov 30
& 2008 Sept2010
internatio
nal
benchmar R 62,500.0 62,500.0 62,500.0 62,500.0 62,500.0 62,500.0 62,500.0 62,500 500,000.
king 500,000.00 0 0 0 0 0 0 0 .00 00
PM 4 Travel and
01 Nov 30 Sept
subsistanc R 31,250.0 31,250.0 31,250.0 31,250.0 31,250.0 31,250.0 31,250.0 31,250 250,000.
2008 2010
e 250,000.00 0 0 0 0 0 0 0 .00 00
PM 5 Running R 01 Nov 30 Sept 16,250.0 16,250.0 16,250.0 16,250.0 16,250.0 16,250.0 16,250.0 16,250 130,000.
and 130,000.00 2008 2010 0 0 0 0 0 0 0 .00 00
incidental
expenses
including
progress
workshops
and
meetings
of the

27
 project
team

Institutional
01 Nov 30 Sept
Sustainability R 137,500. 137,500. 137,500. 137,500. 550,000.
2008 2010
Plan 550,000.00 00 00 00 00 0.00 0.00 0.00 0.00 00
ISP 1 Formalise
an
agreemen
t on an
appropriat
e and
sustainabl
e
institution 01 Nov 30 Sept
al home 2008 2009
for the TIP
platform
and an
appropriat
e technical
"host" for
the TIP R 25,000.0 25,000.0 25,000.0 25,000.0 100,000.
portal. 100,000.00 0 0 0 0 0.00 0.00 0.00 0.00 00
ISP 2 Formalise
bi-lateral
agreemen
ts around 01 Nov 30 Sept
the uptake 2008 2009
and
applicatio R 50,000.0 50,000.0 50,000.0 50,000.0 200,000.
n of TIP. 200,000.00 0 0 0 0 0.00 0.00 0.00 0.00 00
ISP 3 Concept
Document
on Geo-
01 Nov 30 Sept
Spatial
2008 2009
Centre of
Competen R 62,500.0 62,500.0 62,500.0 62,500.0 250,000.
ce 250,000.00 0 0 0 0 0.00 0.00 0.00 0.00 00
Profiler and
Simulator
(Technical 01 Dec 30 June
enhancement, R 2008 2010
development 9,350,000. 360,000. 750,000. 1,020,00 1,740,00 1,840,00 1,840,00 1,750,00 50,000 9,350,00
and validation) 00 00 00 0.00 0.00 0.00 0.00 0.00 .00 0.00

28
PS 1 Demonstr
ation of
functional 01 April 30 June
capability R 2009 2010
and 1,650,000.0 100,000. 170,000. 200,000. 200,000. 300,000. 300,000. 330,000. 50,000. 1,650,00
validation 0 00 00 00 00 00 00 00 00 0.00
PS 2 Portal
customisat
15 Jan 10 Sept
ion for
2009 2010
national R 40,000.0 40,000.0 40,000.0 40,000.0 40,000.0 200,000.
roll out 200,000.00 0.00 0 0 0 0 0 0.00 0.00 00
PS 3 National
Roll Out of 15 Jan 10 Sept
Regional R 2009 2010 40,000.0 40,000.0 80,000.0 80,000.0 80,000.0 80,000.0 400,000.
Profiler 400,000.00 0 0 0 0 0 0 0.00 0.00 00
PS 4 National
roll-out of
city region 01 April 30 June
simulator R 2009 2010
in 4 city 7,100,000.0 220,000. 500,000. 700,000. 1,420,00 1,420,00 1,420,00 1,420,00 7,100,00
regions 0 00 00 00 0.00 0.00 0.00 0.00 0.00 0.00
Surveys and R
01 Jan 01 Sept
Wall Chart 6,000,000. 1,500,00 1,500,00 1,500,00 1,500,00 6,000,00
2009 2009
Enhancement 00 0.00 0.00 0.00 0.00 0.00 0.00 R 0.00 0.00 0.00
WC Wall chart
1 content
enhancem
ent:
Extension
&
01 Jan 30 Nov
validation
2009 2009
of
settlement
types to
extend to R
national 5,400,000.0 1,350,00 1,350,00 1,350,00 1,350,00 5,400,00
coverage 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
WC Develop R 01 Jan 30 0.00 150,000. 150,000. 150,000. 150,000. R 0.00 0.00 R 0.00 600,000.
2 Transport 600,000.00 2009 Nov2009 00 00 00 00 00
Demand
Estimates
per
Settlemen
t Typology
Simulate
alternative
transport
responses

29
 for the
settlement
typologies

Living R
01 Jan 30 June
Laboratories 4,000,000. 200,000. 466,666. 666,666. 666,666. 666,666. 666,666. 666,666. 3,999,99
2009 2010
00 00 66 67 67 67 67 67 0.00 9.99
LL 1 City
Region
Living
01 Jan 30 June
Laboratori
2009 2010
es in 4 R
City 2,000,000.0 100,000. 233,333. 333,333. 333,333. 333,333. 333,333. 333,333. 2,000,00
Regions 0 00 33 33 33 33 33 33 0.00 0.00
LL 2 District
Living
01 Jan 30 June
Laboratori R
2009 2010
es in 4 2,000,000.0 100,000. 233,333. 333,333. 333,333. 333,333. 333,333. 333,333. 2,000,00
districts 0 00 33 33 33 33 33 33 R 0.00 0.00
Capacity R 01
01 August
Building 5,055,000. November 500,000. 807,500. 882,500. 757,500. 450,000. 450,000. 757,500. 450,00 5,055,00
2010
00 2008 00 00 00 00 00 00 00 0.00 0.00
CB 1 Dissemina
tion of the
project
and
01 Nov 01 Aug
linkages to
2008 2010
the portal.
(articles,
brochures, R 12,500.0 12,500.0 12,500.0 12,500.0 12,500.0 12,500.0 12,500.0 12,500. 100,000.
web-links) 100,000.00 0 0 0 0 0 0 0 00 00
CB 2 Four (3
day) short
courses on
the Toolkit
for
Integrated
Planning 01 April 30 June
(TIP) in 2010 2010
support of
integrated
planning
and R
developm 1,230,000.0 307,500. 307,500. 307,500. 307,500. 1,230,00
ent. 0 0.00 00 00 00 0.00 R 0.00 00 0.00 0.00
CB 3 One R R
15 June
national R 125,000. 125,000.
2009
seminar 125,000.00 R 0.00 R 0.00 00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 00

30
 CB 4 Phase 1
presentati
ons to
profession
al
01 Nov 31 Jan
institution
2009 2009
s, interest
groups,
clusters
and R 50,000.0 50,000.0 100,000.
provinces 100,000.00 0 0 0.00 0.00 0.00 0.00 0.00 0.00 00
CB 5 Studentshi
ps in 4 city
regions
01 Nov 01 Aug
and 4
2008 2010
districts R
(Allowance 2,400,000.0 300,000. 300,000. 300,000. 300,000. 300,000. 300,000. 300,000. 300,00 2,400,00
s) 0 00 00 00 00 00 00 00 0.00 0.00
CB 6 CSIR
Integrated
Developm
ent 01 Nov 01 Aug
Planning 2008 2010
Internship R
Programm 1,100,000.0 137,500. 137,500. 137,500. 137,500. 137,500. 137,500. 137,500. 137,50 1,100,00
e 0 00 00 00 00 00 00 00 0.00 0.00

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 Rand
R R R R R
Total
1,636,250.00 3,805,416.66 4,350,416.67 R 4,945,416.67 4,600,416.67 R 3,100,416.67 3,317,916.67 R 643,750.00 R 26,399,999.99
01-Mar-09 01-Mar-10 01-Sep-10
R R
5,441,666.66 16,996,666.67 R 3,961,666.67

R 26,399,999.99

31
32
ANNEXURE 3
Overall Project Programming
The project is envisaged to unfold over the 2008/2009 and 2009/2010 financial years. The planned
start 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 project
component 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 Ongoing
agencies
PM3 Technical project management and co-ordination Ongoing

PM4 Travel and subsistance for project meetingsand Ongoing

workshops
PM5 Running and incidental expenses including progress Ongoing
workshops and meetings of the project team
(I) Institutionalisation Estimated
Timeframe
I1 Formalise an agreement on an appropriate and
sustainable institutional home for the TIP platform and an September 2008 to
appropriate technical "host" for the TIP portal. November 2008
I2 Formalise bi-lateral agreements around the uptake and September 2008 to
application of TIP. March 2009
I3 Concept Document on Geo-Spatial Centre of
Competence March 2009
(TD) National Roll Out, Technical Enhancement and Estimated
Simulation 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 to
November 2009
DSD1 DSD Population Module - Collaborative User
and Specification, Interface Customisation, TIP Integration September 2008 to
DSD3 and Training of Trainers. December 2008
(WC) Wall Chart Enhancement and Extension and Policy Estimated
Application Timeframe
WC1 Wall Chart Content Enhancement: Extension &
validation of settlement types to extend to national September 2008 to
coverage May 2009

33
 WC2 Develop Transport Demand Estimates per Settlement
Typology Simulate alternative transport responses for the September 2008 to
settlement typologies May 2009
DSD2 DSD Population Module - Collation and verification of
population and information and projections for 2014 November 2008 to
February 2009
(LL) Living Laboratories for Collaborative Technology Estimated
Development Timeframe
TT1 City-region living laboratories in 4 city-regions November 2008 to
November 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 and March 2009 to
development. November 2009
TT3 Roadshow of 4 TIP Launch Seminars September to
October 2008
TT4 Phase 1 presentations to professional institutions, interest September 2008 to
groups, clusters and provinces December 2009
TT5 CSIR Integrated Development Planning Internship Sept 2008 to Dec
Programme 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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