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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Business process design as a shared services enabler
- Authors: Khonjelwayo, Bongani
- Date: 2013-05-01
- Subjects: Reengineering (Management) , Decentralization in management , Shared services (Management) , Eskom (Firm)
- Type: Mini-Dissertation
- Identifier: uj:7492 , http://hdl.handle.net/10210/8350
- Description: M.Comm. (Business Management) , A lot of work has been done to implement a shared services model in various corporations as means to improve productivity, reduce operational costs and improve customer satisfaction. By combining services that are performed by different units within an organisation into a single business unit that allows each business unit to access those services, companies have been able to attain some of the benefits mentioned above. Process design is one of the critical activities that have to be performed to implement a shared services unit. Some companies, however, have not been able to optimally design processes in a way that adds value to the performance of a shared services unit. This study is a case study that explored how business process design could be utilised as an enabler to improve the performance of the Eskom Finance and Procurement Unit at Eskom Megawatt Park, in Johannesburg. Through an explorative study of the shared services process design project, the researcher studied how the processes were designed and implemented for the Eskom Finance and Procurement Shared Services. The study was able to identify important process design structures and principles, tools, and techniques that can be utilised to optimally design processes for a shared services unit. It also evaluated process design activities and processes to identify the gaps in process design as well to understand the impact of process design on Eskom.
- Full Text:
- Authors: Khonjelwayo, Bongani
- Date: 2013-05-01
- Subjects: Reengineering (Management) , Decentralization in management , Shared services (Management) , Eskom (Firm)
- Type: Mini-Dissertation
- Identifier: uj:7492 , http://hdl.handle.net/10210/8350
- Description: M.Comm. (Business Management) , A lot of work has been done to implement a shared services model in various corporations as means to improve productivity, reduce operational costs and improve customer satisfaction. By combining services that are performed by different units within an organisation into a single business unit that allows each business unit to access those services, companies have been able to attain some of the benefits mentioned above. Process design is one of the critical activities that have to be performed to implement a shared services unit. Some companies, however, have not been able to optimally design processes in a way that adds value to the performance of a shared services unit. This study is a case study that explored how business process design could be utilised as an enabler to improve the performance of the Eskom Finance and Procurement Unit at Eskom Megawatt Park, in Johannesburg. Through an explorative study of the shared services process design project, the researcher studied how the processes were designed and implemented for the Eskom Finance and Procurement Shared Services. The study was able to identify important process design structures and principles, tools, and techniques that can be utilised to optimally design processes for a shared services unit. It also evaluated process design activities and processes to identify the gaps in process design as well to understand the impact of process design on Eskom.
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