An engineering management framework for information technology projects in South Africa
- Authors: Malan, Andre
- Date: 2008-06-19T10:01:48Z
- Subjects: Engineering management , Information technology , Project management
- Type: Thesis
- Identifier: uj:2974 , http://hdl.handle.net/10210/639
- Description: Globally, the art and the science of project management (PM) have contributed in no small measure to the advances in the delivery of Information Technology (IT) based solutions. In South Africa, it has been shown that IT projects are currently, generally performed in a basic, but rapidly maturing, project management environment. In order for the organization (or project environment) to mature, certain processes must first be institutionalised. These processes are identifiable by inspection of the standards that relate to PM in general (and to IT PM in particular) and by excluding the activities that relate to specific technologies and products. The remaining processes should therefore be applied to most (if not all) IT projects in SA most (if not all) of the time. These processes were identified and used to iteratively create a Project Management Framework that assists its target market in the following ways: • Simplify and facilitate project managers' access to a common set of PM processes and tools; • Promote the usage of best practices for PM for all projects, both simple and complex; • Increase the level of assured competence project managers bring to PM endeavours; • Establish a commonality of process and standardization of terminology within PM; and • Provide a common method of project progress tracking across the enterprise. The baseline version of this Framework is presented as a web tool, based on a body of research consisting of (1) the PMBOK® Guide processes, (2) some CMMISM process areas and (3) other authoritative, non-conflicting resources. The PMBOK® Guide is tailored for a sector, time and place, resulting in a unique approach to project management. This approach aims to benefit a community and open a new focus area for research within the profession. The target market for this product are those enterprises that are seeing the need for the benefits outlined above or who realise that the first step towards process improvement is a focus on project management. These range from organizations now commencing on the project management path to those who consider “management by projects” to be a strategic option for the organizational design of the company. The case study sites where the product has been implemented include banking / retail operation, a large mining company and a financial services consultancy. , Prof. L. Pretorius Prof. J.H.C. Pretorius
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A predictive model for information technology project success
- Authors: Joseph, Nazeer
- Date: 2014-05-05
- Subjects: Information technology , Project management , Organizational effectiveness , Creative ability in business
- Type: Thesis
- Identifier: uj:10916 , http://hdl.handle.net/10210/10490
- Description: M.Com. (Information Technology Management) , Information and communication technology (ICT) project success is considered the Holy Grail within many organisations. Over the past decade organisations have begun to realise the increasing importance and the potential of exploiting ICT to gain competitive advantage in their particular realm. Organisations have consequently pushed for the implementation of robust ICT solutions not only to facilitate and augment crucial decision-making processes, but to improve overall organisational efficiency and effectiveness as well. These ICT solutions are deployed via ICT projects. However, extensive research has revealed that ICT projects are continuing to fail at a disturbing rate nationally as well as internationally. ICT projects therefore have an infamous reputation within organisations and the project management domain. This research focused on determining what drives ICT project success by systematically investigating how ICT project success is perceived and measured as well as the factors which influence it. The quantitative research paradigm was implemented through the use of a survey in the form of a structured questionnaire. Although this research was cross-sectional in nature, it employed an element of longitudinal analysis as the results were scrutinised and compared with previous research conducted within the same research area. ICT project team members were randomly sampled to acquire an objective view of ICT project success. Moreover, this research revolved around the philosophy that if the significance of each influencing factor is understood, it should be possible to predict whether an ICT project will succeed or fail. A predictive modelling approach was adopted. This predictive model presented within this dissertation was constructed using structural equation modelling (SEM). The predictive model indicated that ICT project success is predicted by means of stakeholder management, communication and methodology. The model also indicated that these three factors are interrelated and are dependent on one another. It was established that overall project success is dependent on project management success and project product success. This research employed a technique which is rarely used within the project management or ICT project management domain, viz. SEM. Two key recommendations emerged from this research. Firstly, this research suggests that it may be time to re-evaluate how ICT projects are measured as well as the influencing factors, as traditional approaches are yet to accommodate ICT projects in particular. Secondly, this research suggests that researchers should start to explore the underlying constructs of communication as this could assist in addressing a fundamental flaw not only in ICT project management, but project management in general.
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Promoting project reviews as a best practice in multinational organisations
- Authors: Maluleke, Mmatseleng
- Date: 2011-09-15T08:02:32Z
- Subjects: Information technology , Project management , Multinational organisations , International business enterprises
- Type: Thesis
- Identifier: uj:7214 , http://hdl.handle.net/10210/3848
- Description: M.Tech. , Many organisations rely on Information Technology (IT) projects to react to competitive pressure and innovation. IT projects are divers and they may include installing off-the-shelf hardware to developing software to basic technologies that provide information to support the operations, management, decisions-making functions within the organisation. In the past years, there had been an increasing number of Multinational Organisations (MNOs) working on IT projects together to create mergers and grow business in foreign countries. While IT projects are being undertaken, Multinational Project Teams are faced with challenges and among their challenges project reviews is one of them. Project reviews are an essential process of learning new things and capturing what had been learned in the current phase/project in order for future phases/projects to benefit. Moreover it is a stage where project teams assess if they had met their key deliverables and project performance. A related study was conducted on project reviews and the results revealed that 4 out of 5 organisations did not conduct post-project reviews. However, if they did conduct project reviews, there were no guidelines on how to do it. The aim of the study was to ascertain a set of guidelines that are used by MNOs to conduct project reviews and share lessons learned and experiences gathered during and after an IT projects for future usage. The significance of this study was to highlight the importance of guidelines for conducting project reviews in order for project teams to learn from the project. The findings can be utilised in building guidelines that MNOs can use to conduct project reviews and to integrate lessons learned back into the organisation. The scope of the research was limited to an MNO with headquarters in the Netherlands and subsidiaries in China and South Africa. The study was carried out using qualitative research approach through interviews, observation and gathering of documentation. Using Atlas.ti which is a ii CAQDAS, data was analysed to compare and contrast similarities by using categories. The categories constructed offered the integrative interpretation of what was learned. From the individual and focus group interviews 5 main categories were elicited: project review meetings, intervals of conducting project reviews, lessons learned, knowledge sharing, and information extracted from project reviews. Based on the results it was evident that the MNO in question requires a set of guidelines on how to conduct project reviews. Moreover, there was no formal mechanism used to integrate lessons learned back into the organisation. A Generic Model for when project reviews should be conducted was developed using various models and guidelines that are used by other organisations and this model could be utilised by MNOs. For each project phase as illustrated on the Generic Model, there are project review guidelines on what to measure during the phase review. This research contributes to the growing literature on the organisational processes and mechanisms for project reviews and lessons learned.
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The reasons for and prevention of IT project failure.
- Authors: Nuss, Jacques Erich
- Date: 2012-08-16
- Subjects: Project management , Information technology , Business failures
- Type: Thesis
- Identifier: uj:2554 , http://hdl.handle.net/10210/6007
- Description: M.A. , The rate of change in the business arena is continuously increasing and companies are constantly seeking innovative products, services and knowledge-enabled processes to enable them to compete effectively against each other. IT plays an important role as an enabler of these processes. The problem is that the implementations of IT projects, commissioned to support and enable the business functions, often fail. The high rate of failing IT projects is a real and relevant concern of the business environment. Companies are wasting a significant portion of their resources on failed IT projects. More than often, IT projects fail to realize their intended purpose of reducing operating costs, increasing worker productivity, increasing cycle times and eventually increasing companies' market share. Management of these companies continues to complain about costly IT expenditure returning only a portion of the expected return on investment. The phenomenon of IT project failure has been in existence for many years and has in more recent years become a relevant topic calling for investigation and further study. Accordingly, this document is the culmination of the results of a study of the reasons why IT projects fail and offers possible measures to be taken to counter the failure of IT projects. The most significant and relevant reasons for IT project failure are listed in this document. These reasons span from the internal project environment through to the external project environment. Aligning these reasons with the environment of any anticiPated IT project will establish a base from which a successful IT project could be initiated. It is hoped that this document will serve as valuable input to the decision makers in the IT and business arenas that need to be made aware of the reasons for IT project failure in order for them to better manage their IT projects.
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A conceptual framework for IT programme management governance: an integrated view
- Authors: Nyandongo, Kwete Mwana
- Date: 2012-06-05
- Subjects: Project management , Information technology , Information technology. Management
- Type: Thesis
- Identifier: uj:2453 , http://hdl.handle.net/10210/4910
- Description: M.Tech. , Project and programme management have become important organisational developments in today’s business environment. The growth in projects across different sectors and industries, and their capability to enable organisations to cope with change in order to remain in business has emphasised the importance of project, programme and portfolio activities. Although project management has provided a means of achieving goals that could not be achieved in traditional ways, the single project model has failed to address issues that arise when multiple and related projects are undertaken within an organisation. Programme management has then provided a means through which organisations achieve almost everything they undertake. It has been perceived as the strategy implementation vehicle that links the overall strategy of the organisation with the portfolio of projects. While the use of programmes and programme management has grown in organisations, its capability to secure the investment of corporation has not been proven. Numerous failure stories with dramatic consequences for the corporation as a whole have been reported. With the pace of new regulations that require the appropriate and responsible management of company affairs, considering the huge investment that corporations place in programmes, it has become important to devise an efficient and effective mechanism of overseeing these investments. This research addresses the need to improve programme performance and ensure compliance with corporate policies. It focus on the governance side to determine how IT programmes can be governed while making sure that there is enough established control responsibility and accountability to ensure the achievement of the programme strategic objectives. This has been addressed by identifying corporate, information technology and project governance requirements that have implications for IT programme management. This had led to the consolidation of implications identified from the Sarbanes Oxley Act, Control Objective for Information and Related Technology and the Guide to Governance of Project Management in order to provide an integrated view of overseeing the management of programmes. The value of the research is that it has devised a conceptual framework for IT programme management governance that provides a means to ensure both programme performance and compliance to governance requirements that pertain to corporations. The value of the framework is that it contains governance requirements that ensure an efficient and effective decision-making and delivery management, focused on achieving programme goals in a consistent manner while addressing appropriate risks, issues and events that can impede the programme outcome.
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Herzberg! Can we trust you in Africa?
- Authors: Marnewick, Carl
- Date: 2011-02
- Subjects: Information technology , Project management , Motivation , Herzberg’s two-factor theory
- Type: Article
- Identifier: uj:5824 , ISSN 1993-8233 , http://hdl.handle.net/10210/7841
- Description: Information technology (IT) projects are implemented through individual team members. These projects are fairly long in duration, especially enterprise resource planning projects. The problem that IT project managers face is how to motivate the team members, particularly in an African context where a team consists of various cultures and races. This paper presents results of a quantitative research study in which team members were asked to rank their motivating factors on a scale of 1 to 12 based on Herzberg’s two-factor theory. The reason for using this theory is that, it was found to still be applicable after 50 years of its establishment. The purpose was to determine whether Herzberg’s two-factor theory is applicable in an African context and if so, what unique factors could motivate IT team members in Africa. The research indicates that race, age and gender are not indicators and that there is a general tendency that the motivating factors of Herzberg can be used to motivate team members. The implication is that IT project managers can use Herzberg’s two-factor theory to motivate individual team members. The research also adds to the current body of knowledge that Africans are not motivated by hygiene factors.
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