solved Question Robert  Sim,  the  Managing  Director

Question
Robert  Sim,  the  Managing  Director  of  GreenTrust  Pte  Ltd  is currently experiencing  a difficult situation. About two years ago, Robert bided and won the project to install and operate   an   Electrical   Vehicle   (EV)   charging   infrastructure   pilot   in   thecity   of Colombus. As part of the pilot, GreenTrust is required to build  and construct between 25  to  30  EV  charging  stations  in  the  city  of  Colombus.  With  the  number  of  EVs  ever increasing,  so was  the  pressure  to  increase  the  number  of  charging  stations.  The  city wanted  touse  this  pilot to  gauge  the  feasibility  of  creating  such  an  infrastructure  on  a larger scale. The tender was awarded at the valueof $8.5 million. During  the  bid  preparation  stage,  while  Robert  did  not  understand  the  technical  risks related to the charging technology, his technical team reckoned that they would be able to use a popular EV charging method, such as the constant current, constant voltage or a  multistage  current  charging  algorithm.  The  project  bid  manager  reported  that  the entire project would only cost $6 million, thereby generating a possible project profit of $2.5  million  for  GreenTrust.  This  is  in  addition  to  the  possible  recurring  operating revenue to manage and operate the systemon a long-term basis. At  the present moment,  two  years  have  passed,  and  the  project  is  already  behind  time by six months. The project team are facing issues with the charging technology  and is requestingfor  an  additional  extension  of  six  more  months  to  complete  the  project. While  the  project manager  is  confident  that  they  can  turn  things  around,  the  other stakeholders  who  have  been  involved  in  the  project  painted  a  different  picture.  They feel  that  the  current  charging  technology  is  not  a  good  fit  and  willlikelycause  more integration problems in the future. Also, because the contract has a late delivery penalty clause, eachmonth of delay will incur a penalty of 5% of the total contract value. Robert  understands  that  this  project  is  strategic  to  the  reputation  to  GreenTrust  as  a pioneer in the EV charging infrastructure industry, as well as its standing as a reliable vendor  for  the  city  of  Colombus.  The  project,  once successfully completed,may  also create  more  business  and  project  opportunities  for  GreenTrust.  However,  he  is  also concerned that  the  project  may  be  further  delayed  and  affect  the  cashflow  of  the company. Moreover, if there is atechnology issue related to the charging infrastructure, it  may  cause  more  problems  for  the  company  in  terms  of  operational  maintenancein the future.As this is a pilot project, the city of Columbus is willing for GreenTrust to terminate  the  project,  but  they  expect  GreenTrust  to  bear  the  penalty  of  the  six-month delay.
A. List the  problems  and describe  the risks  related  to  the  project.  Analyse  these problems  and  determine  how  GreenTrust  could  have  prepared  for  these  risks during the project initiating and project planning phases. (20 marks)
B. Based on the information available, state if you would carry on with the project or terminate it. Show how you would go about executing your decision.Explain your choice with a detailed analysis.  (30marks)
C.Based  on  the  decision  in  B,  the  project  team  will  ultimately complete  or terminate the project.Appraise why Project Closing or Closurestillimportant in this project.(10 marks)
D. Explain  how  GreenTrust  can  close  the  project  in  the  best  manner  possible.Develop a Project Closure document for GreenTrust.(40 marks)