Development of a project management maturity measurement model to evaluate project management efficiency in a large parastatal
- Authors: Mapane, Mohau
- Date: 2012-06-04
- Subjects: Project management , Systems engineering , Eskom (Firm) , Reengineering (Management) , Industrial productivity - Measurement , Industrial productivity
- Type: Thesis
- Identifier: uj:2368 , http://hdl.handle.net/10210/4823
- Description: M.Ing. , The aim of this research is to develop a Project Management Maturity Measurement Model to evaluate project management efficiency in a large Parastatal such as Eskom Distribution. This model will identify areas of improvement to assist a large Parastatal in improving their project management performance. It will eventually assist the organisation to build a culture of project management excellence. The hypotheses for the study were that firstly, the Parastatal does implement project management practice processes as advocated by project management bodies of knowledge. Secondly, a Project Management Maturity Measurement Model can be successfully implemented at a large Parastatal and help the Parastatal to identify project management grey areas that require improvement. Thirdly, a Project Management Maturity Measurement Model could assist a large Parastatal with project management improvement as a result of areas of recommendations. The method used to collect the required data for analysis and interpretation was the descriptive survey method. A customised survey questionnaire was developed to obtain data from research sample. Data was analysed using appropriate statistical techniques. The research sample was defined as the people who are primarily responsible for project, programme and portfolio management at a large Parastatal. The results of the data analysed pin pointed project management process weaknesses and possible improvement opportunities. Three main areas of improvement have been identified, namely applying lessons learned from previous project into future project, performing benchmarking to improve performance and project control processes. The findings of this study support the abovementioned hypotheses, and the insights provided and recommendations made will be of great help to a large Parastatal on its road to continuous improvement and building a culture of project management excellence.
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- Authors: Mapane, Mohau
- Date: 2012-06-04
- Subjects: Project management , Systems engineering , Eskom (Firm) , Reengineering (Management) , Industrial productivity - Measurement , Industrial productivity
- Type: Thesis
- Identifier: uj:2368 , http://hdl.handle.net/10210/4823
- Description: M.Ing. , The aim of this research is to develop a Project Management Maturity Measurement Model to evaluate project management efficiency in a large Parastatal such as Eskom Distribution. This model will identify areas of improvement to assist a large Parastatal in improving their project management performance. It will eventually assist the organisation to build a culture of project management excellence. The hypotheses for the study were that firstly, the Parastatal does implement project management practice processes as advocated by project management bodies of knowledge. Secondly, a Project Management Maturity Measurement Model can be successfully implemented at a large Parastatal and help the Parastatal to identify project management grey areas that require improvement. Thirdly, a Project Management Maturity Measurement Model could assist a large Parastatal with project management improvement as a result of areas of recommendations. The method used to collect the required data for analysis and interpretation was the descriptive survey method. A customised survey questionnaire was developed to obtain data from research sample. Data was analysed using appropriate statistical techniques. The research sample was defined as the people who are primarily responsible for project, programme and portfolio management at a large Parastatal. The results of the data analysed pin pointed project management process weaknesses and possible improvement opportunities. Three main areas of improvement have been identified, namely applying lessons learned from previous project into future project, performing benchmarking to improve performance and project control processes. The findings of this study support the abovementioned hypotheses, and the insights provided and recommendations made will be of great help to a large Parastatal on its road to continuous improvement and building a culture of project management excellence.
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The integration of quality management systems into the strategic business plan (a case study of Eskom)
- Authors: Xaba-Jama, Nondumiso
- Date: 2019
- Subjects: Eskom (Firm) , Industrial productivity - Measurement , Organizational behavior - South Africa , Corporate culture - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/393863 , uj:32604
- Description: Abstract : ESKOM is mandated to supply electricity to consumers in the Republic of South Africa. Achieving quality in the fulfillment of this crucial mandate is essential for the development of the country. Integrating Quality Management Systems (QMSs) into ESKOM’s strategic business plan can assist this company in meeting its goal of supplying electricity to the satisfaction of its consumers in the country. The review of the existing literature has established that the integration of QMSs principles into a company’s business plan can assist in the achievement of its business goals by providing feedback to managers on progress towards the attainment of the set goals. Barriers to the implementation of QMSs exist. These include managerial attitude, insufficient resources, and lack of employee participation. Although ESKOM has been awarded the ISO 9001 quality standard, it continues to face challenges in realising a steady supply of electricity to customers. This manifests itself in the form of power outages. This research investigated how ESKOM is integrating QMSs into its strategic business plan to ensure the provision of reliable power supply to all consumers in South Africa. Questionnaires were distributed to workers and management at Eskom’s Duvha power station located in Mpumalanga province. The aim was to gather information on how QMSs are being integrated into the company’s strategic business plan. The survey also aimed to identify possible barriers, and establish how the company addresses them. The questionnaire contained questions assessing the implementation of QMSs principles, establishing the barriers and benefits of QMSs implementation, and appraising the performance of the quality department in achieving the company’s set goals. The survey results were used to examine the relationships between behavior, QMSs management principles, benefits of and barriers to the QMSs implementation process. Based on the outcome of the analysed data, it is apparent that the integration of QMS principles into ESKOM’s strategic business plan is of great value to the company: it is assisting in the streamlining of its business operations, to achieve its set goals. , M.Tech. (Operations Management)
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- Authors: Xaba-Jama, Nondumiso
- Date: 2019
- Subjects: Eskom (Firm) , Industrial productivity - Measurement , Organizational behavior - South Africa , Corporate culture - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/393863 , uj:32604
- Description: Abstract : ESKOM is mandated to supply electricity to consumers in the Republic of South Africa. Achieving quality in the fulfillment of this crucial mandate is essential for the development of the country. Integrating Quality Management Systems (QMSs) into ESKOM’s strategic business plan can assist this company in meeting its goal of supplying electricity to the satisfaction of its consumers in the country. The review of the existing literature has established that the integration of QMSs principles into a company’s business plan can assist in the achievement of its business goals by providing feedback to managers on progress towards the attainment of the set goals. Barriers to the implementation of QMSs exist. These include managerial attitude, insufficient resources, and lack of employee participation. Although ESKOM has been awarded the ISO 9001 quality standard, it continues to face challenges in realising a steady supply of electricity to customers. This manifests itself in the form of power outages. This research investigated how ESKOM is integrating QMSs into its strategic business plan to ensure the provision of reliable power supply to all consumers in South Africa. Questionnaires were distributed to workers and management at Eskom’s Duvha power station located in Mpumalanga province. The aim was to gather information on how QMSs are being integrated into the company’s strategic business plan. The survey also aimed to identify possible barriers, and establish how the company addresses them. The questionnaire contained questions assessing the implementation of QMSs principles, establishing the barriers and benefits of QMSs implementation, and appraising the performance of the quality department in achieving the company’s set goals. The survey results were used to examine the relationships between behavior, QMSs management principles, benefits of and barriers to the QMSs implementation process. Based on the outcome of the analysed data, it is apparent that the integration of QMS principles into ESKOM’s strategic business plan is of great value to the company: it is assisting in the streamlining of its business operations, to achieve its set goals. , M.Tech. (Operations Management)
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