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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Exploring procedures to fast track projects in Eskom Gauteng Operating Unit
- Authors: Mbundu, T. L.
- Date: 2015
- Subjects: Project management , Eskom (Firm)
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/213305 , uj:21133
- Description: Abstract: The fast track project strategy is designed to execute design, procurement and construction phases concurrently to significantly decrease the project schedule. The design phase is more important in fast track projects because design and construction are implemented almost simultaneously. The successful implementation of design procedure in fast track projects is very challenging because the compressed schedule interferes with the inherently iterative nature of design, resulting in sub-optimal design. The typical lack of time for pre-project planning in fast track projects outcomes in insufficient development of project and design scope, causing costly changes during project implementation which result in project cost exceeds and the project is behind schedule and the quality deteriorates of the final output. The fast track project delivery strategy is being utilised in industrial projects to reduce the time to the market, making the study of best practices for management of design in fast track industrial projects more cogent (Deshpan, 2009). As this study is deductive in nature, contributing in testing a theory and using questionnaire as an instrument for collecting data, therefore, the research methodology of this study is considered quantitative. In fast track projects, the different phases of the project such as the design, procurement and construction are implemented concurrently. This makes major fights with the important design procedure because the design is rushed in order not to delay the construction on site. As a result there will be mistakes on the designs, because what is on site/field must correspond to the final design drawings. There are numerous reasons for fast tracking a project. If there is a lack of investment in time and resources in the planning phase, then the project will be behind schedule and the costs will be very high. Experts have often recommended project managers to anticipate, accept and budget for changes / rework in fast track projects (Williams 1995). All the relevant stakeholders should be dedicated to the project. The feedback from various stakeholders has to be received in less time in a compressed schedule resulting in many problems including increased noise generation, information overload, delay in information transmission, translation difficulties between disciplines, lack of time for reflection and exploration of design and rapid transmission of errors (Elvin 2003). , M.Ing. (Engineering Management)
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- Authors: Mbundu, T. L.
- Date: 2015
- Subjects: Project management , Eskom (Firm)
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/213305 , uj:21133
- Description: Abstract: The fast track project strategy is designed to execute design, procurement and construction phases concurrently to significantly decrease the project schedule. The design phase is more important in fast track projects because design and construction are implemented almost simultaneously. The successful implementation of design procedure in fast track projects is very challenging because the compressed schedule interferes with the inherently iterative nature of design, resulting in sub-optimal design. The typical lack of time for pre-project planning in fast track projects outcomes in insufficient development of project and design scope, causing costly changes during project implementation which result in project cost exceeds and the project is behind schedule and the quality deteriorates of the final output. The fast track project delivery strategy is being utilised in industrial projects to reduce the time to the market, making the study of best practices for management of design in fast track industrial projects more cogent (Deshpan, 2009). As this study is deductive in nature, contributing in testing a theory and using questionnaire as an instrument for collecting data, therefore, the research methodology of this study is considered quantitative. In fast track projects, the different phases of the project such as the design, procurement and construction are implemented concurrently. This makes major fights with the important design procedure because the design is rushed in order not to delay the construction on site. As a result there will be mistakes on the designs, because what is on site/field must correspond to the final design drawings. There are numerous reasons for fast tracking a project. If there is a lack of investment in time and resources in the planning phase, then the project will be behind schedule and the costs will be very high. Experts have often recommended project managers to anticipate, accept and budget for changes / rework in fast track projects (Williams 1995). All the relevant stakeholders should be dedicated to the project. The feedback from various stakeholders has to be received in less time in a compressed schedule resulting in many problems including increased noise generation, information overload, delay in information transmission, translation difficulties between disciplines, lack of time for reflection and exploration of design and rapid transmission of errors (Elvin 2003). , M.Ing. (Engineering Management)
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