The role of the coordinator in structured mentoring schemes
- Authors: Abbott, Penny
- Date: 2012-06-05
- Subjects: Project management , Mentoring in business , Performance technology
- Type: Thesis
- Identifier: uj:2381 , http://hdl.handle.net/10210/4836
- Description: M. Phil. , The purpose of this study was to explore the role and experiences of the coordinators of structured mentoring schemes across various sectors of society in South Africa. A purposive sample of 25 schemes was identified and both quantitative and qualitative data was obtained through questionnaires and interviews. It was found that mentoring in South Africa, as with overseas countries, is used for a wide variety of purposes. There are varying degrees of success reported from these schemes and the predominant model of mentoring as reported in the research tends to follow the “sponsorship” approach to mentoring, which may not be the most appropriate for transformation in South Africa. Coordinators often find their roles lonely and frustrating, partly because the role is combined with other roles which take priority. Coordinators tend to initiate their own role and derive mainly altruistic role satisfaction. This initiation of the role can lead to organizational isolation and lack of management support for the mentoring scheme. Recommendations for development and support of coordinators are made.
- Full Text:
- Authors: Abbott, Penny
- Date: 2012-06-05
- Subjects: Project management , Mentoring in business , Performance technology
- Type: Thesis
- Identifier: uj:2381 , http://hdl.handle.net/10210/4836
- Description: M. Phil. , The purpose of this study was to explore the role and experiences of the coordinators of structured mentoring schemes across various sectors of society in South Africa. A purposive sample of 25 schemes was identified and both quantitative and qualitative data was obtained through questionnaires and interviews. It was found that mentoring in South Africa, as with overseas countries, is used for a wide variety of purposes. There are varying degrees of success reported from these schemes and the predominant model of mentoring as reported in the research tends to follow the “sponsorship” approach to mentoring, which may not be the most appropriate for transformation in South Africa. Coordinators often find their roles lonely and frustrating, partly because the role is combined with other roles which take priority. Coordinators tend to initiate their own role and derive mainly altruistic role satisfaction. This initiation of the role can lead to organizational isolation and lack of management support for the mentoring scheme. Recommendations for development and support of coordinators are made.
- Full Text:
Evaluating the use of project management techniques in infrastructure delivery by South African small and medium sized contractors
- Authors: Agumba, Justus Ngala
- Date: 2008-07-16T12:54:49Z
- Subjects: Project management , Construction industry , Small business
- Type: Thesis
- Identifier: uj:7289 , http://hdl.handle.net/10210/802
- Description: South Africa is currently faced with the challenge of reducing the huge backlog of infrastructure delivery to communities that were previously disadvantaged. Given the prioritization of empowerment by the South African government, the previously disadvantaged and marginalized sector of the construction industry that comprises mainly, Small and Medium Enterprises (SMEs) is the preferred vehicle of delivery. However, consequent to their historic position outside of the mainstream construction industry, they lack the requisite project management expertise and experience to make good on this objective. This study investigates the characteristics of the personnel managing SMEs and the SMEs themselves, the usage, necessity, importance and adequate use of the techniques, effectiveness and potential applicability of various project management techniques to improve the performance of the SMEs in delivering the much-needed infrastructure. The study also identifies those external and internal factors that are detrimental to the effective implementation of project management techniques. Given the aforementioned, a descriptive survey was conducted among contractors who were either registered members of the Gauteng Master Builders Association (GMBA) or the National Home Builders Registration Council (NHBRC) in Gauteng. The data was collected using a semi-structured, structured and open-ended interview questionnaire, and analysed using descriptive analysis, severity index and content analysis respectively. The findings indicate that experienced and educated personnel manage SMEs. There is usage of essential project management techniques, which the contractors agreed are necessary and important in managing their projects. There is inadequate use of project management techniques among the SMEs. When used, the techniques brought about improvement in the delivery of projects. The research also established various factors that deterred the adequate implementation of project management techniques, namely, lack of adequate project information from professionals, time and financial constraints. The research concludes by suggesting that if significant improvements in the delivery of construction projects are to be attained, the findings stated need to be taken into consideration. , Mr. F.C. Fester Prof. F.A.O. Otieno Mr. I.O. Adegoke
- Full Text:
- Authors: Agumba, Justus Ngala
- Date: 2008-07-16T12:54:49Z
- Subjects: Project management , Construction industry , Small business
- Type: Thesis
- Identifier: uj:7289 , http://hdl.handle.net/10210/802
- Description: South Africa is currently faced with the challenge of reducing the huge backlog of infrastructure delivery to communities that were previously disadvantaged. Given the prioritization of empowerment by the South African government, the previously disadvantaged and marginalized sector of the construction industry that comprises mainly, Small and Medium Enterprises (SMEs) is the preferred vehicle of delivery. However, consequent to their historic position outside of the mainstream construction industry, they lack the requisite project management expertise and experience to make good on this objective. This study investigates the characteristics of the personnel managing SMEs and the SMEs themselves, the usage, necessity, importance and adequate use of the techniques, effectiveness and potential applicability of various project management techniques to improve the performance of the SMEs in delivering the much-needed infrastructure. The study also identifies those external and internal factors that are detrimental to the effective implementation of project management techniques. Given the aforementioned, a descriptive survey was conducted among contractors who were either registered members of the Gauteng Master Builders Association (GMBA) or the National Home Builders Registration Council (NHBRC) in Gauteng. The data was collected using a semi-structured, structured and open-ended interview questionnaire, and analysed using descriptive analysis, severity index and content analysis respectively. The findings indicate that experienced and educated personnel manage SMEs. There is usage of essential project management techniques, which the contractors agreed are necessary and important in managing their projects. There is inadequate use of project management techniques among the SMEs. When used, the techniques brought about improvement in the delivery of projects. The research also established various factors that deterred the adequate implementation of project management techniques, namely, lack of adequate project information from professionals, time and financial constraints. The research concludes by suggesting that if significant improvements in the delivery of construction projects are to be attained, the findings stated need to be taken into consideration. , Mr. F.C. Fester Prof. F.A.O. Otieno Mr. I.O. Adegoke
- Full Text:
Risk management in information technology projects
- Authors: Antony, Tessy
- Date: 2012-08-01
- Subjects: Risk management , Risk management - Data processing , Project management , Information technology - Management
- Type: Thesis
- Identifier: uj:8902 , http://hdl.handle.net/10210/5374
- Description: M.Ing. , Information Technology (IT) projects are typically accompanied by a wide variety of complex risks. The rapid rate at which technology is currently changing requires the use of updated processes for project risk management in the IT industry. This paper investigates the active management of risk by focusing on the causes of such risk and developing indicators to track project risk throughout all project phases. The current research focuses on Project Risk Management as described in the Guide to the Project Management Body of Knowledge (PMBoK®) Fourth Edition, detailing the tools and techniques needed to make risk management work in IT projects. This Project Management Institute (PMI) Standard has been adopted for the current research as it is widely accepted by many organisations in order to ensure greater return on investment and other benefits from projects. The PMI’s PMBoK® details an approach to project risk management which includes the process concerned with identifying, analysing, prioritising and mitigating risk at regular intervals. Specifically, it focuses on budget-related risks in order to reduce IT project failure due to budget overruns. Risk measurement and risk control are also incorporated to achieve a sustainable risk management system for IT projects. Finally, a private sector IT project is used as case study in order to apply the research in practice. This case study makes use of Accenture's maturity model concept, which helps us to understand this organisation’s benchmarking in recent years.
- Full Text:
- Authors: Antony, Tessy
- Date: 2012-08-01
- Subjects: Risk management , Risk management - Data processing , Project management , Information technology - Management
- Type: Thesis
- Identifier: uj:8902 , http://hdl.handle.net/10210/5374
- Description: M.Ing. , Information Technology (IT) projects are typically accompanied by a wide variety of complex risks. The rapid rate at which technology is currently changing requires the use of updated processes for project risk management in the IT industry. This paper investigates the active management of risk by focusing on the causes of such risk and developing indicators to track project risk throughout all project phases. The current research focuses on Project Risk Management as described in the Guide to the Project Management Body of Knowledge (PMBoK®) Fourth Edition, detailing the tools and techniques needed to make risk management work in IT projects. This Project Management Institute (PMI) Standard has been adopted for the current research as it is widely accepted by many organisations in order to ensure greater return on investment and other benefits from projects. The PMI’s PMBoK® details an approach to project risk management which includes the process concerned with identifying, analysing, prioritising and mitigating risk at regular intervals. Specifically, it focuses on budget-related risks in order to reduce IT project failure due to budget overruns. Risk measurement and risk control are also incorporated to achieve a sustainable risk management system for IT projects. Finally, a private sector IT project is used as case study in order to apply the research in practice. This case study makes use of Accenture's maturity model concept, which helps us to understand this organisation’s benchmarking in recent years.
- Full Text:
Project management competency factors in the built environment
- Authors: Arendse, Jerome Rayford
- Date: 2013-09-02
- Subjects: Project management
- Type: Thesis
- Identifier: uj:7717 , http://hdl.handle.net/10210/8588
- Description: M.Comm. (Business Management) , Project failures worldwide are still significantly high, despite the availability of project management frameworks, standards, techniques and methodologies. A project’s success is, in part, contingent on effectively managing the constraints of time, costs and performance, and in order to achieve this, it is essential for the project manager to possess and display appropriate competencies. The problem addressed in this study is to gain understanding of the project management competencies needed for the successful implementation of South African Built Environment industry projects. South Africa is faced with the challenge of reducing the huge backlog of infrastructure delivery. Given the delivery prioritisation by the government, the construction industry is the preferred vehicle of delivery. However, the industry lacks the requisite project management expertise and experience to make good on this objective. This study investigates the project management competencies required to improve the performance of the industry in delivering the much-needed infrastructure. The study also identifies those competencies that are instrumental to the effective implementation of project management techniques and examines the contributory issues of project management leadership and project success. Given the aforementioned, a survey was conducted among members of Project Management South Africa (PMSA). The data were collected using a structured questionnaire and analysed using descriptive statistics. Overall, respondents agreed that project management requires much more than just knowing how to manage the constraints of time, costs and performance. Of particular note, respondents indicated that, in addition to the more commonly emphasised project administration expertise (i.e. setting and managing scope, timelines and budgets), a project manager must be competent in structuring the project task and clarifying scope, communicating effectively, developing the project objectives, showing reliability and planning the project economy. ii This study contributes to research and practice in two ways. Firstly, we identify and report on core project management competencies. The identified competencies also contribute to the available literature. Secondly, the study proposes a framework that would provide an organisation with a system for recruitment, measuring performance, identifying training and development needs of individual employees and rewarding effective performance for superior performers. The study is significant because by gaining a greater understanding of what key competencies are needed to effectively manage a Built Environment industry project, more effective education and training methods, as well as procedures, can be developed to facilitate the instruction of the defined key competencies and improve the effectiveness of future project managers in the South African Built Environment industry. It furthermore adds to the existing body of project management competency research.
- Full Text:
- Authors: Arendse, Jerome Rayford
- Date: 2013-09-02
- Subjects: Project management
- Type: Thesis
- Identifier: uj:7717 , http://hdl.handle.net/10210/8588
- Description: M.Comm. (Business Management) , Project failures worldwide are still significantly high, despite the availability of project management frameworks, standards, techniques and methodologies. A project’s success is, in part, contingent on effectively managing the constraints of time, costs and performance, and in order to achieve this, it is essential for the project manager to possess and display appropriate competencies. The problem addressed in this study is to gain understanding of the project management competencies needed for the successful implementation of South African Built Environment industry projects. South Africa is faced with the challenge of reducing the huge backlog of infrastructure delivery. Given the delivery prioritisation by the government, the construction industry is the preferred vehicle of delivery. However, the industry lacks the requisite project management expertise and experience to make good on this objective. This study investigates the project management competencies required to improve the performance of the industry in delivering the much-needed infrastructure. The study also identifies those competencies that are instrumental to the effective implementation of project management techniques and examines the contributory issues of project management leadership and project success. Given the aforementioned, a survey was conducted among members of Project Management South Africa (PMSA). The data were collected using a structured questionnaire and analysed using descriptive statistics. Overall, respondents agreed that project management requires much more than just knowing how to manage the constraints of time, costs and performance. Of particular note, respondents indicated that, in addition to the more commonly emphasised project administration expertise (i.e. setting and managing scope, timelines and budgets), a project manager must be competent in structuring the project task and clarifying scope, communicating effectively, developing the project objectives, showing reliability and planning the project economy. ii This study contributes to research and practice in two ways. Firstly, we identify and report on core project management competencies. The identified competencies also contribute to the available literature. Secondly, the study proposes a framework that would provide an organisation with a system for recruitment, measuring performance, identifying training and development needs of individual employees and rewarding effective performance for superior performers. The study is significant because by gaining a greater understanding of what key competencies are needed to effectively manage a Built Environment industry project, more effective education and training methods, as well as procedures, can be developed to facilitate the instruction of the defined key competencies and improve the effectiveness of future project managers in the South African Built Environment industry. It furthermore adds to the existing body of project management competency research.
- Full Text:
Project management : perspective of small and medium-sized construction firms in Ghana
- Arthur-Aidoo, Bernard Martins, Aigbavboa, Clinton, Thwala, Wellington Didibhuku
- Authors: Arthur-Aidoo, Bernard Martins , Aigbavboa, Clinton , Thwala, Wellington Didibhuku
- Date: 2015
- Subjects: Project management , Small and medium-sized firms
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/68112 , uj:17694 , Citation: Arthur-Aidoo, B.M., Aigbavboa, C. & Thwala, W. 2015. Project management : perspective of small and medium-sized construction firms in Ghana.
- Description: Abstract: Literature on construction industry has revealed the extent of importance and the need of good project management practice at a site. Efficient compliance of this project management practice by a firm within the construction sector has yielded results such as minimization of waste which turns to maximize returns of the client, ensured fruitful communication among the project teams to avoid rework and accident amongst others. The research explores how project management is practiced within small and medium-sized firms. The paper mainly focused on the execution phase of project management process; thus the construction stage. Further, the study adopted the use of the literature in project management practice primarily. The results showed that the small and medium-sized firms are mostly owned by solely one person who controls and have adapted self-style project management techniques. This nonstandardized project management practice among small and medium firms affect progress and contributes wastage. Statutory provision for small and medium-sized construction firms must be instituted to make the SMEs project management compliant to enhance project success
- Full Text:
- Authors: Arthur-Aidoo, Bernard Martins , Aigbavboa, Clinton , Thwala, Wellington Didibhuku
- Date: 2015
- Subjects: Project management , Small and medium-sized firms
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/68112 , uj:17694 , Citation: Arthur-Aidoo, B.M., Aigbavboa, C. & Thwala, W. 2015. Project management : perspective of small and medium-sized construction firms in Ghana.
- Description: Abstract: Literature on construction industry has revealed the extent of importance and the need of good project management practice at a site. Efficient compliance of this project management practice by a firm within the construction sector has yielded results such as minimization of waste which turns to maximize returns of the client, ensured fruitful communication among the project teams to avoid rework and accident amongst others. The research explores how project management is practiced within small and medium-sized firms. The paper mainly focused on the execution phase of project management process; thus the construction stage. Further, the study adopted the use of the literature in project management practice primarily. The results showed that the small and medium-sized firms are mostly owned by solely one person who controls and have adapted self-style project management techniques. This nonstandardized project management practice among small and medium firms affect progress and contributes wastage. Statutory provision for small and medium-sized construction firms must be instituted to make the SMEs project management compliant to enhance project success
- Full Text:
Housing delivery in South Africa - a project management case study
- Authors: Baloyi, Bongani Vincent
- Date: 2012-02-27
- Subjects: Housing development , Project management
- Type: Thesis
- Identifier: uj:2078 , http://hdl.handle.net/10210/4425
- Description: M.Ing. , Housing is the core infrastructure on which all other infrastructure like electricity, roads, water and sanitation depend. The escalation of public demonstrations by communities against the slow delivery and poor quality of housing projects in 2006 indicates that housing is a very sensitive issue that also involves a lot of politics. Most disadvantaged communities in South Africa lack even the most basic infrastructure like water. For any community to function properly and be successful, the core infrastructure must be in place. The core infrastructure consists of housing, roads and storm-water, water and sanitation and electricity and other auxiliary infrastructure include social services, safety and security. Government in South Africa is facing the challenges of delivering on promises and programmes from election campaigns and the mandate of the community. Government set national targets on the delivery of infrastructure services by focussing on water, electricity and sanitation. The national target was set to provide universal access to electricity services by 2012. The housing backlog in South Africa was chosen as a topic for this dissertation because of the many challenges and the variants that the project team comes across with each project. Project management involves managing projects according to specifications, within budget and delivering the end-product on time. Delivering completed housing projects to communities is a very challenging task as demonstrated by the many late or stalled housing projects in municipalities. This dissertation addresses the challenges facing the National Department of Housing as well as municipalities in delivering good quality accommodation to the poor communities.
- Full Text:
- Authors: Baloyi, Bongani Vincent
- Date: 2012-02-27
- Subjects: Housing development , Project management
- Type: Thesis
- Identifier: uj:2078 , http://hdl.handle.net/10210/4425
- Description: M.Ing. , Housing is the core infrastructure on which all other infrastructure like electricity, roads, water and sanitation depend. The escalation of public demonstrations by communities against the slow delivery and poor quality of housing projects in 2006 indicates that housing is a very sensitive issue that also involves a lot of politics. Most disadvantaged communities in South Africa lack even the most basic infrastructure like water. For any community to function properly and be successful, the core infrastructure must be in place. The core infrastructure consists of housing, roads and storm-water, water and sanitation and electricity and other auxiliary infrastructure include social services, safety and security. Government in South Africa is facing the challenges of delivering on promises and programmes from election campaigns and the mandate of the community. Government set national targets on the delivery of infrastructure services by focussing on water, electricity and sanitation. The national target was set to provide universal access to electricity services by 2012. The housing backlog in South Africa was chosen as a topic for this dissertation because of the many challenges and the variants that the project team comes across with each project. Project management involves managing projects according to specifications, within budget and delivering the end-product on time. Delivering completed housing projects to communities is a very challenging task as demonstrated by the many late or stalled housing projects in municipalities. This dissertation addresses the challenges facing the National Department of Housing as well as municipalities in delivering good quality accommodation to the poor communities.
- Full Text:
Identifying unethical practices in the project management lifecycle
- Authors: Baloyi, Liberty Ntshuxeko
- Date: 2017
- Subjects: Project management , Business ethics - South Africa , Management - Moral and ethical aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269353 , uj:28615
- Description: M.Phil. (Engineering Management) , Abstract: There is little doubt that the number of service delivery protests has increased over the past few years in South Africa. The reputation of the South African Government has suffered humiliation at the hands of its citizens because of corruption and failure to deliver adequate socio-economic development projects to all citizens. Corruption is a violation of socio-economic rights since it is never victimless. Project Management tools have been adopted by many organisations for running successful projects. However, many projects continue to exceed budgets and fail to meet the initial scope of the project because of corruption. Such unethical practices are one of the contributing factors for the high failure rate of projects in South Africa. The aim of this study is to identify which phase of Project Management Lifecycle is prone to unethical practices. Part of the study is to identify factors encouraging unethical practices and to study the negative impact of unethical practices in projects. A detailed literature review was conducted on the topic related to unethical practices in the Project Management Life-Cycle. A selective sampling method was used, as the focus of the research is in organisations that uses Project Management tools. A survey was developed based on information gathered from the literature. One hundred fifty (150) questionnaires were distributed, one hundred and eleven (111) were returned and eleven (11) were spoiled; therefore, ninety-six (96) questionnaires were used for this research. The gathered data were analysed using Statistical Packages for Social Studies of validity, internal reliability and most importantly, for data reduction through factor analysis. The results showed that unethical practice occurs in all phases of Project Management Lifecycle, starting from project initiation until project closure. Nevertheless, the majority of the participants from the survey suggested that the execution phase is mostly affected by unethical practice. Furthermore, the results showed that there are many factors encouraging the unethical practice. There is lack a of commitment from project managers towards ethical practice, a lack of ethical training to handle non-compliance, and economic downturn and greediness are part of factors encouraging the unethical practice. Moreover, the results show that compromising the national interest for any personal gain through fraud, bribery, and kickback are some examples of unethical practice occurring in Project Management Life- Cycle. From the survey, the unethical practice has negative impact on quality and cost of projects, it negatively affects productivity.
- Full Text:
- Authors: Baloyi, Liberty Ntshuxeko
- Date: 2017
- Subjects: Project management , Business ethics - South Africa , Management - Moral and ethical aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269353 , uj:28615
- Description: M.Phil. (Engineering Management) , Abstract: There is little doubt that the number of service delivery protests has increased over the past few years in South Africa. The reputation of the South African Government has suffered humiliation at the hands of its citizens because of corruption and failure to deliver adequate socio-economic development projects to all citizens. Corruption is a violation of socio-economic rights since it is never victimless. Project Management tools have been adopted by many organisations for running successful projects. However, many projects continue to exceed budgets and fail to meet the initial scope of the project because of corruption. Such unethical practices are one of the contributing factors for the high failure rate of projects in South Africa. The aim of this study is to identify which phase of Project Management Lifecycle is prone to unethical practices. Part of the study is to identify factors encouraging unethical practices and to study the negative impact of unethical practices in projects. A detailed literature review was conducted on the topic related to unethical practices in the Project Management Life-Cycle. A selective sampling method was used, as the focus of the research is in organisations that uses Project Management tools. A survey was developed based on information gathered from the literature. One hundred fifty (150) questionnaires were distributed, one hundred and eleven (111) were returned and eleven (11) were spoiled; therefore, ninety-six (96) questionnaires were used for this research. The gathered data were analysed using Statistical Packages for Social Studies of validity, internal reliability and most importantly, for data reduction through factor analysis. The results showed that unethical practice occurs in all phases of Project Management Lifecycle, starting from project initiation until project closure. Nevertheless, the majority of the participants from the survey suggested that the execution phase is mostly affected by unethical practice. Furthermore, the results showed that there are many factors encouraging the unethical practice. There is lack a of commitment from project managers towards ethical practice, a lack of ethical training to handle non-compliance, and economic downturn and greediness are part of factors encouraging the unethical practice. Moreover, the results show that compromising the national interest for any personal gain through fraud, bribery, and kickback are some examples of unethical practice occurring in Project Management Life- Cycle. From the survey, the unethical practice has negative impact on quality and cost of projects, it negatively affects productivity.
- Full Text:
The importance of a project manager’s degree of technical knowledge in project management
- Authors: Baloyi, Lucky Mahlatse
- Date: 2014-06-04
- Subjects: Project managers , Technical education , Project management
- Type: Thesis
- Identifier: uj:11364 , http://hdl.handle.net/10210/11001
- Description: M.Phil. (Engineering Management) , This dissertation provides an investigation on the level of technical knowledge which project managers have to carry to deliver technical projects. It has now become a standard to many organizations to run their deliverables in projects to reach their objectives and every project is set to be unique. Project management can be thought as the application of knowledge, skills, tools and techniques to meet project requirements or coordination of human, financial and material resources to achieve beneficial change defined by quantitative and qualitative objectives. At the heart of project management is the project manager a project director and driver. Project manager is a professional tasked with leading a project from inception to completion [27]. It is not clear as to which level of technicality must project managers be to delivering projects in time, on budget and in an acceptable quality, thus the duties and qualities of a technical inclined project manager are covered in this study. Project manager leads a project team from the start of a project life cycle to finish, accomplishing the project objectives on time and within budget. Facing obstacles, budget and time-constraints, project manager is a key to planning and executing projects that produce the desired deliverable or result [4]. Developing the literature around the project management industry outlines the duties and responsibilities of a project manager which then defines the skills needed for project managers. It is safe enough to have a project manager with all the required skills stretching from technical through to managerial. Organizations delivering large scale projects have developed a role of an engineering manager who takes control of all technical aspects of the project. A project with an engineering manager allows the project manager to administrate the project and in that case the level of technicality for project managers is not important. A great athlete does not always make a great coach. Some of the best coaches in the world were not the best athletes, but have a firm understanding of the game. As suggested in [28] by Richard Fanelli, an architect and project manager guru that “a complete project manager must be an expert technically and knowing how things are done, as well as being detail oriented”. The one person the place can't function without. Everyone, the boss, supervisors, assistants comes to you for help. But where do you as a project manager go when you need help? As a project manager one is part bookkeeper, part administrator, part leader, part human resource pro, part technical guru, and part many other parts without parting ways with your sanity. Findings to the research topic are drawn to support the final conclusions discussed in the later part of the report. The project manager must also have technical competence in some aspects of the work being performed on the project. It appears however that there is considerable disagreement between researchers on the issue of how much technical knowledge is required. The more technically aware one is, the better they will be able to understand risks, potential roadblocks, and impacts of delays to the schedule. Project manager requires skills in three primary areas, namely interpersonal, technical and administration to deliver project successfully.
- Full Text:
- Authors: Baloyi, Lucky Mahlatse
- Date: 2014-06-04
- Subjects: Project managers , Technical education , Project management
- Type: Thesis
- Identifier: uj:11364 , http://hdl.handle.net/10210/11001
- Description: M.Phil. (Engineering Management) , This dissertation provides an investigation on the level of technical knowledge which project managers have to carry to deliver technical projects. It has now become a standard to many organizations to run their deliverables in projects to reach their objectives and every project is set to be unique. Project management can be thought as the application of knowledge, skills, tools and techniques to meet project requirements or coordination of human, financial and material resources to achieve beneficial change defined by quantitative and qualitative objectives. At the heart of project management is the project manager a project director and driver. Project manager is a professional tasked with leading a project from inception to completion [27]. It is not clear as to which level of technicality must project managers be to delivering projects in time, on budget and in an acceptable quality, thus the duties and qualities of a technical inclined project manager are covered in this study. Project manager leads a project team from the start of a project life cycle to finish, accomplishing the project objectives on time and within budget. Facing obstacles, budget and time-constraints, project manager is a key to planning and executing projects that produce the desired deliverable or result [4]. Developing the literature around the project management industry outlines the duties and responsibilities of a project manager which then defines the skills needed for project managers. It is safe enough to have a project manager with all the required skills stretching from technical through to managerial. Organizations delivering large scale projects have developed a role of an engineering manager who takes control of all technical aspects of the project. A project with an engineering manager allows the project manager to administrate the project and in that case the level of technicality for project managers is not important. A great athlete does not always make a great coach. Some of the best coaches in the world were not the best athletes, but have a firm understanding of the game. As suggested in [28] by Richard Fanelli, an architect and project manager guru that “a complete project manager must be an expert technically and knowing how things are done, as well as being detail oriented”. The one person the place can't function without. Everyone, the boss, supervisors, assistants comes to you for help. But where do you as a project manager go when you need help? As a project manager one is part bookkeeper, part administrator, part leader, part human resource pro, part technical guru, and part many other parts without parting ways with your sanity. Findings to the research topic are drawn to support the final conclusions discussed in the later part of the report. The project manager must also have technical competence in some aspects of the work being performed on the project. It appears however that there is considerable disagreement between researchers on the issue of how much technical knowledge is required. The more technically aware one is, the better they will be able to understand risks, potential roadblocks, and impacts of delays to the schedule. Project manager requires skills in three primary areas, namely interpersonal, technical and administration to deliver project successfully.
- Full Text:
Partnering for engineering construction projects
- Authors: Baloyi, Mukelani Aubrey
- Date: 2012-01-16
- Subjects: Partnership , Strategic alliances (Business) , Construction projects , Project management
- Type: Thesis
- Identifier: uj:1896 , http://hdl.handle.net/10210/4258
- Description: M.Phil. , Procurement, design and construction of an engineering or building project is a process that involves the broadest range of engineering and construction skills. There are risks throughout that can lead to a strategy that cannot succeed in terms of time, cost effectiveness, quality and profitability. There are also various contracting approaches employed in both building and engineering construction projects. Each has its own advantages, disadvantages, degree of flexibility, incentives and allocation of risks. A risk profile leads to important aspects considered in selecting a suitable contracting strategy for a construction project. The risk considered includes among others the design and functionality, variations, errors and/or omissions, budget overruns, price fluctuations, project timing, change in quantities, design and construction defects, etc (Morton and Jagger, 1995). In South Africa's tradition, the responsibilities of design and construction of projects have been separated, where the contractors undertake to provide the works in accordance with employer's and/or employer's agent's design and specifications. Disadvantages of this strategy include among others the fact that the design and specifications may not suit the construction process in terms of time cost savings. More than often this approach results in an adversarial relationship between the professional team and the contractor, and between professional team members. Globally, especially in developed countries, projects were executed using design and build strategy (Construction world, April 2006). This is an arrangement whereby the contractor assumes the responsibility of producing the design and the works. Recently the construction industry has been experiencing an unprecedented high level of economic growth both locally and in the global arena. In an attempt by construction stakeholders to redefine the approach to contracting to facilitate delivery, partnering evolved to bring all parties together to form common goals, to integrate design and construction into a collaborative working by involving contractors at an earlier stage, to set up mechanisms to resolve disputes and to share the risk and rewards of projects (Gould and Joyce, 2003).
- Full Text:
- Authors: Baloyi, Mukelani Aubrey
- Date: 2012-01-16
- Subjects: Partnership , Strategic alliances (Business) , Construction projects , Project management
- Type: Thesis
- Identifier: uj:1896 , http://hdl.handle.net/10210/4258
- Description: M.Phil. , Procurement, design and construction of an engineering or building project is a process that involves the broadest range of engineering and construction skills. There are risks throughout that can lead to a strategy that cannot succeed in terms of time, cost effectiveness, quality and profitability. There are also various contracting approaches employed in both building and engineering construction projects. Each has its own advantages, disadvantages, degree of flexibility, incentives and allocation of risks. A risk profile leads to important aspects considered in selecting a suitable contracting strategy for a construction project. The risk considered includes among others the design and functionality, variations, errors and/or omissions, budget overruns, price fluctuations, project timing, change in quantities, design and construction defects, etc (Morton and Jagger, 1995). In South Africa's tradition, the responsibilities of design and construction of projects have been separated, where the contractors undertake to provide the works in accordance with employer's and/or employer's agent's design and specifications. Disadvantages of this strategy include among others the fact that the design and specifications may not suit the construction process in terms of time cost savings. More than often this approach results in an adversarial relationship between the professional team and the contractor, and between professional team members. Globally, especially in developed countries, projects were executed using design and build strategy (Construction world, April 2006). This is an arrangement whereby the contractor assumes the responsibility of producing the design and the works. Recently the construction industry has been experiencing an unprecedented high level of economic growth both locally and in the global arena. In an attempt by construction stakeholders to redefine the approach to contracting to facilitate delivery, partnering evolved to bring all parties together to form common goals, to integrate design and construction into a collaborative working by involving contractors at an earlier stage, to set up mechanisms to resolve disputes and to share the risk and rewards of projects (Gould and Joyce, 2003).
- Full Text:
Challenges facing projects due to a lack of resources
- Authors: Bhika, Bervesh D.
- Date: 2017
- Subjects: Engineering - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/383375 , http://hdl.handle.net/10210/269310 , uj:28609
- Description: M.Ing. (Engineering Management) , Abstract: One of the major challenges facing many Engineering companies today is the lack of sufficient resources to staff all projects concurrently. The objective of this study is to understand the challenges on engineering projects due to the lack of resources. The aim is to assess the problem in South Africa and develop a suitable strategy and action, to manage the challenge of limited Engineering resources. This dissertation will be limited to researching the challenges facing Civil Engineering projects due to the lack engineering resources in South Africa. All projects require human resources because they play an important role in any project. These resources may contribute to either a projects success or failure. Therefore having the correct people for the project is extremely important. Projects compete against each other for resources, and this result in Engineers assigned to several projects at the same time. The most common and widely experienced challenge on a project is insufficient team skills. Organisations should consider outsourcing of work versus in-house; leadership’s skills; human management and skills management, to ensure project success when it comes to skilled resources. The main findings of this research study revealed that the highest impact on a projects success is to comply with the planned budget, time frame and performance criteria. This is followed by having competent project team members. Other factors for a projects success included having clearly defined goals, directions, roles and responsibilities. Further improvements from various organisations (viz. Government, Companies and Universities) are also required for a project to succeed.
- Full Text:
- Authors: Bhika, Bervesh D.
- Date: 2017
- Subjects: Engineering - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/383375 , http://hdl.handle.net/10210/269310 , uj:28609
- Description: M.Ing. (Engineering Management) , Abstract: One of the major challenges facing many Engineering companies today is the lack of sufficient resources to staff all projects concurrently. The objective of this study is to understand the challenges on engineering projects due to the lack of resources. The aim is to assess the problem in South Africa and develop a suitable strategy and action, to manage the challenge of limited Engineering resources. This dissertation will be limited to researching the challenges facing Civil Engineering projects due to the lack engineering resources in South Africa. All projects require human resources because they play an important role in any project. These resources may contribute to either a projects success or failure. Therefore having the correct people for the project is extremely important. Projects compete against each other for resources, and this result in Engineers assigned to several projects at the same time. The most common and widely experienced challenge on a project is insufficient team skills. Organisations should consider outsourcing of work versus in-house; leadership’s skills; human management and skills management, to ensure project success when it comes to skilled resources. The main findings of this research study revealed that the highest impact on a projects success is to comply with the planned budget, time frame and performance criteria. This is followed by having competent project team members. Other factors for a projects success included having clearly defined goals, directions, roles and responsibilities. Further improvements from various organisations (viz. Government, Companies and Universities) are also required for a project to succeed.
- Full Text:
A case study on project initiation, implementation and termination in a heavy industry
- Authors: Cathey, Steve William
- Date: 2011-11-21
- Subjects: Project management , Industrial management
- Type: Thesis
- Identifier: uj:1705 , http://hdl.handle.net/10210/4049
- Description: M.Ing. , The emphasis in this dissertation will thus be to apply a case study to project initiation, implementation and termination theoretical steps and practically apply these steps to a brick making plant environment so as to guide project managers in systematic steps of nmning their own heavy industry project. To familiarise the reader with the following issues is the main objective. Vital components include project planning of works, project time and cost control, monitoring and control of designed work, monitoring and control of on and off-site work, quality control and expediting operational commissioning. These issues will be discussed under the abovementioned headings of project initiation, implementation and tennination. The appendices contain a practical application and set format that could be used to run a project of small scale and adjusted to suite larger projects. The format and plmming tools of the case study has been developed by the author and is free to be used if so needed.
- Full Text:
- Authors: Cathey, Steve William
- Date: 2011-11-21
- Subjects: Project management , Industrial management
- Type: Thesis
- Identifier: uj:1705 , http://hdl.handle.net/10210/4049
- Description: M.Ing. , The emphasis in this dissertation will thus be to apply a case study to project initiation, implementation and termination theoretical steps and practically apply these steps to a brick making plant environment so as to guide project managers in systematic steps of nmning their own heavy industry project. To familiarise the reader with the following issues is the main objective. Vital components include project planning of works, project time and cost control, monitoring and control of designed work, monitoring and control of on and off-site work, quality control and expediting operational commissioning. These issues will be discussed under the abovementioned headings of project initiation, implementation and tennination. The appendices contain a practical application and set format that could be used to run a project of small scale and adjusted to suite larger projects. The format and plmming tools of the case study has been developed by the author and is free to be used if so needed.
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Die projekbestuursproses : 'n teoretiese beskouing
- Authors: Cawood, Wayne Thomas
- Date: 2012-08-20
- Subjects: Project management
- Type: Thesis
- Identifier: uj:2774 , http://hdl.handle.net/10210/6214
- Description: M.Comm. , Project management as management discipline is still very young when compared to other components of the management discipline. From the literature studied, it is clear that there is a current upsurge in the interest in project management. More and more books and publications about this topic are being published. Various organisations are being formed to support the project manager and project management. Even certification for project managers was recently introduced. This study aims to give a theoretical basis to the project manager. A project is defined as a once off unique task that is comprised of an interrelated set of activities. The tasks in a project are of a non-repetitious nature and a project has definite goals, which must be achieved. The project manager has to be able to manage change if he is to be successful in his career as project manager. Three basic concepts which are prominent in project management are time, cost and quality. A project can be broken up into various distinct phases which when combined form the project life cycle. The life cycle of a project is of importance because the different phases within a project give the project manager the ability to structure the management process. The different phases each require different resources from the organisation. Project planning is to a great extent the lifeline of a project. Without planning a project is doomed to failure. All parties involved need to participate in the planning phase of a project. The result of the planning phase is the project plan, which combines the effort of all the parties into a set of documents. Organisational structures play an important role in the success of projects and project management. Each organisation has to decide which organisational structure is suitable for their application according to their project requirements. There is no definite structure that will work for every organisation. It is recommended that anagers are exposed to project management. Theoretical as well as practical knowledge is essential to the manager who wishes to become a successful project manager
- Full Text:
- Authors: Cawood, Wayne Thomas
- Date: 2012-08-20
- Subjects: Project management
- Type: Thesis
- Identifier: uj:2774 , http://hdl.handle.net/10210/6214
- Description: M.Comm. , Project management as management discipline is still very young when compared to other components of the management discipline. From the literature studied, it is clear that there is a current upsurge in the interest in project management. More and more books and publications about this topic are being published. Various organisations are being formed to support the project manager and project management. Even certification for project managers was recently introduced. This study aims to give a theoretical basis to the project manager. A project is defined as a once off unique task that is comprised of an interrelated set of activities. The tasks in a project are of a non-repetitious nature and a project has definite goals, which must be achieved. The project manager has to be able to manage change if he is to be successful in his career as project manager. Three basic concepts which are prominent in project management are time, cost and quality. A project can be broken up into various distinct phases which when combined form the project life cycle. The life cycle of a project is of importance because the different phases within a project give the project manager the ability to structure the management process. The different phases each require different resources from the organisation. Project planning is to a great extent the lifeline of a project. Without planning a project is doomed to failure. All parties involved need to participate in the planning phase of a project. The result of the planning phase is the project plan, which combines the effort of all the parties into a set of documents. Organisational structures play an important role in the success of projects and project management. Each organisation has to decide which organisational structure is suitable for their application according to their project requirements. There is no definite structure that will work for every organisation. It is recommended that anagers are exposed to project management. Theoretical as well as practical knowledge is essential to the manager who wishes to become a successful project manager
- Full Text:
Information technology project managers’ commitment to sustainability
- Authors: Clinning, Grant
- Date: 2016
- Subjects: Information technology - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/124491 , uj:20923
- Description: Abstract: The concept of sustainability is becoming increasingly important in the face of dwindling resources and increasing demand, boding ill for future generations. Despite this, there are still many industries and disciplines in which sustainability is not actively addressed. The ability to meet current and future needs is not an issue from which IT projects are exempt. Ensuring sustainability requires managing sustainability in all activities. The field of IT and sustainability is one in which literature is appearing, albeit at a slow pace and this leaves many unanswered questions on, among other things, the state of sustainability in IT projects and the commitment of IT project managers to sustainability. In not knowing what the state of sustainability is, potential shortcomings remain unknown, and corrective action cannot be taken. This research focused on assessing the commitment of IT project managers to sustainability and, by extension, the state of sustainability in IT projects. The quantitative research methodology was followed through the use of a survey in the form of a structured questionnaire. This research was cross-sectional as the focus was to assess the state of sustainability at a single point in time. IT project managers were randomly sampled to get an objective view of how committed they are to sustainability. This research made use of a project management sustainability maturity model to measure the extent to which sustainability is addressed in IT projects. Furthermore, the underlying structure of sustainability in project management was assessed through the use of factor analysis in order to determine if it differed for IT projects. This research found that IT project managers are not committed to sustainability. While the economic dimension showed the best results, they were not ideal; it is, however, the social and environmental dimensions that require the most attention. This poor performance is not limited to select aspects within each dimension as each dimension’s aspects are in a similarly poor state. The results also indicate that the structure of sustainability in projects may not be static and may differ between projects of different types. This research suggests that sustainability needs to become a focus for IT project managers. However, for this to happen, they need to recognise the importance of sustainability and acquire the relevant knowledge. This research shows that as a means to address sustainability, projects can be broken down into aspects according to the three dimensions of sustainability. Each aspect can then be assessed to determine how the project is performing with regard to sustainability, resulting in an actionable base from which to address sustainability. Keywords: Sustainability, project management, IT project management, sustainability maturity... , M.Com. (Information Technology Management)
- Full Text:
- Authors: Clinning, Grant
- Date: 2016
- Subjects: Information technology - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/124491 , uj:20923
- Description: Abstract: The concept of sustainability is becoming increasingly important in the face of dwindling resources and increasing demand, boding ill for future generations. Despite this, there are still many industries and disciplines in which sustainability is not actively addressed. The ability to meet current and future needs is not an issue from which IT projects are exempt. Ensuring sustainability requires managing sustainability in all activities. The field of IT and sustainability is one in which literature is appearing, albeit at a slow pace and this leaves many unanswered questions on, among other things, the state of sustainability in IT projects and the commitment of IT project managers to sustainability. In not knowing what the state of sustainability is, potential shortcomings remain unknown, and corrective action cannot be taken. This research focused on assessing the commitment of IT project managers to sustainability and, by extension, the state of sustainability in IT projects. The quantitative research methodology was followed through the use of a survey in the form of a structured questionnaire. This research was cross-sectional as the focus was to assess the state of sustainability at a single point in time. IT project managers were randomly sampled to get an objective view of how committed they are to sustainability. This research made use of a project management sustainability maturity model to measure the extent to which sustainability is addressed in IT projects. Furthermore, the underlying structure of sustainability in project management was assessed through the use of factor analysis in order to determine if it differed for IT projects. This research found that IT project managers are not committed to sustainability. While the economic dimension showed the best results, they were not ideal; it is, however, the social and environmental dimensions that require the most attention. This poor performance is not limited to select aspects within each dimension as each dimension’s aspects are in a similarly poor state. The results also indicate that the structure of sustainability in projects may not be static and may differ between projects of different types. This research suggests that sustainability needs to become a focus for IT project managers. However, for this to happen, they need to recognise the importance of sustainability and acquire the relevant knowledge. This research shows that as a means to address sustainability, projects can be broken down into aspects according to the three dimensions of sustainability. Each aspect can then be assessed to determine how the project is performing with regard to sustainability, resulting in an actionable base from which to address sustainability. Keywords: Sustainability, project management, IT project management, sustainability maturity... , M.Com. (Information Technology Management)
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Incorporating sustainability into IT project management in South Africa
- Clinning, Grant, Marnewick, Carl
- Authors: Clinning, Grant , Marnewick, Carl
- Date: 2017
- Subjects: Sustainability , Project management , IT project management
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/238095 , uj:24406 , Citation: Clinning, G. & Marnewick, C. 2017. Incorporating sustainability into IT project management in South Africa. South African Computer Journal 29(1), 1–26. DOI: https://doi.org/10.18489/sacj.v29i1.398. , ISSN: 1015-7999 (Print) , ISSN: 2313-7835 (Online)
- Description: Abstract: The concept of sustainability is becoming more and more important in the face of dwindling resources and increasing demand. Despite this, there are still many industries and disciplines in which sustainability is not actively addressed. The requirement of meeting current and future needs is not an issue from which IT projects are exempt. Ensuring sustainability requires managing sustainability in all activities. The field of IT and sustainability is one in which literature is appearing, but at a slow pace and this leaves many unanswered questions regarding the state of sustainability in IT projects and the commitment of IT project managers to sustainability. In not knowing what the state of sustainability is, potential shortcomings remain unknown and corrective action cannot be taken. Quantitative research was conducted through the use of a survey in the form of a structured questionnaire. This research was cross-sectional as the focus was to assess the state of sustainability at a single point in time. IT project managers were randomly sampled to get an objective view of how committed they were to sustainability. This research made use of a project management sustainability maturity model to measure the extent to which sustainability is incorporated into IT projects. The findings are that IT project managers are not committed to sustainability. While the economic dimension yielded the best results, they were not ideal, and it is in fact the social and environmental dimensions that require the most attention. This lacking commitment to the social and environmental dimensions is not limited to select aspects within each dimension, as each dimension’s aspects are addressed to a similarly poor extent. This research suggests that sustainability needs to become a focus for IT project managers, but for this to happen, they require the relevant project management sustainability knowledge.
- Full Text:
- Authors: Clinning, Grant , Marnewick, Carl
- Date: 2017
- Subjects: Sustainability , Project management , IT project management
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/238095 , uj:24406 , Citation: Clinning, G. & Marnewick, C. 2017. Incorporating sustainability into IT project management in South Africa. South African Computer Journal 29(1), 1–26. DOI: https://doi.org/10.18489/sacj.v29i1.398. , ISSN: 1015-7999 (Print) , ISSN: 2313-7835 (Online)
- Description: Abstract: The concept of sustainability is becoming more and more important in the face of dwindling resources and increasing demand. Despite this, there are still many industries and disciplines in which sustainability is not actively addressed. The requirement of meeting current and future needs is not an issue from which IT projects are exempt. Ensuring sustainability requires managing sustainability in all activities. The field of IT and sustainability is one in which literature is appearing, but at a slow pace and this leaves many unanswered questions regarding the state of sustainability in IT projects and the commitment of IT project managers to sustainability. In not knowing what the state of sustainability is, potential shortcomings remain unknown and corrective action cannot be taken. Quantitative research was conducted through the use of a survey in the form of a structured questionnaire. This research was cross-sectional as the focus was to assess the state of sustainability at a single point in time. IT project managers were randomly sampled to get an objective view of how committed they were to sustainability. This research made use of a project management sustainability maturity model to measure the extent to which sustainability is incorporated into IT projects. The findings are that IT project managers are not committed to sustainability. While the economic dimension yielded the best results, they were not ideal, and it is in fact the social and environmental dimensions that require the most attention. This lacking commitment to the social and environmental dimensions is not limited to select aspects within each dimension, as each dimension’s aspects are addressed to a similarly poor extent. This research suggests that sustainability needs to become a focus for IT project managers, but for this to happen, they require the relevant project management sustainability knowledge.
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Investigating the effect of team grouping principles on project success : a case study
- Coetzee, Jacques, Pretorius, J.H.C, Pretorius, L.
- Authors: Coetzee, Jacques , Pretorius, J.H.C , Pretorius, L.
- Date: 2011
- Subjects: Project management , Self Perception Inventory , Project success , Project teams
- Type: Article
- Identifier: uj:4717 , http://hdl.handle.net/10210/10966
- Description: Time is money, an expression very often used these days. As we know, deadlines and budgets form a critical part of any project. It is for this reason that the researcher decided to investigate the effect that project team composition has on project success. The reality however is that project teams are formed randomly or by availability of personnel and not with due regard to individual competency and the efficiency of team roles. This often leads to project failure. The research aim was to identify and apply various methods used to compose an optimal project team. One of the factors that influences teamwork within the project team is the behaviour of team members. Dr. R. Meredith Belbin developed a Self Perception Inventory (SPI) which is a tool used to determine the preferred team role for every team member. This SPI was applied to the chosen sample and the outcome, which is a report of the individual's preferred team role, was compared to the actual role these individuals performed in one of their unsuccessful projects. The result of the study showed that when individuals are not applied within their preferred team roles it could have a negative effect on the chances for project success.
- Full Text:
- Authors: Coetzee, Jacques , Pretorius, J.H.C , Pretorius, L.
- Date: 2011
- Subjects: Project management , Self Perception Inventory , Project success , Project teams
- Type: Article
- Identifier: uj:4717 , http://hdl.handle.net/10210/10966
- Description: Time is money, an expression very often used these days. As we know, deadlines and budgets form a critical part of any project. It is for this reason that the researcher decided to investigate the effect that project team composition has on project success. The reality however is that project teams are formed randomly or by availability of personnel and not with due regard to individual competency and the efficiency of team roles. This often leads to project failure. The research aim was to identify and apply various methods used to compose an optimal project team. One of the factors that influences teamwork within the project team is the behaviour of team members. Dr. R. Meredith Belbin developed a Self Perception Inventory (SPI) which is a tool used to determine the preferred team role for every team member. This SPI was applied to the chosen sample and the outcome, which is a report of the individual's preferred team role, was compared to the actual role these individuals performed in one of their unsuccessful projects. The result of the study showed that when individuals are not applied within their preferred team roles it could have a negative effect on the chances for project success.
- Full Text:
Design-build delivery : a method to reduce delays in the South African construction industry
- Authors: Crossman, Kurt
- Date: 2018
- Subjects: Construction industry - Management , Project management , Production planning , Construction projects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/284033 , uj:30664
- Description: Abstract: Delays during construction are a global problem which results in large cost to the construction industry. Delays are common in construction projects and cause considerable losses to all parties involved. The construction industry continues to struggle to cope and to implement measures to either mitigate the impact of a delay, or prevent the delay altogether. The construction of large public and private sector facilities is still largely implemented through a project delivery method named design-bid-build otherwise known as the traditional project delivery method. The traditional method of project delivery is still used as it is considered to obtain the lowest cost for the client and protect their interests with the expected guarantee of a sound engineering job. However, it has been found that design & build methods are beginning to produce better results than traditional methods. The objective of this research was to determine the impact of a construction project delivery method on the prevalence and effect of delays, with the aim of proving a reduction in overall delays through the use of the design & build delivery method. This study made use of two similar case studies which differed largely by the project delivery method used. The case study method was chosen for its ability to determine operational links over a period of time, instead of simply determining frequencies of specific occurrences. The method used provides insights into organisations and gives an in-depth understanding of the topic being studied. Analysis of project documentation was performed along with semi-structured interviews. Themes were generated and compared with documentation allowing in depth analysis of each case. A comparison was then performed between cases and conclusions made from the findings presented. It was found that design & build was able to reduce the impact of civil, variation order and consultant related delays. No impact was found between methods for delays related to design changes and the contractor. Most significantly, it was found that delays related to the client were increased drastically under the design & build method, due to a break in the responsibility required for the successful implementation of design & build projects. This had the single largest effect on schedule overrun, and as a result meant that the use of the design & build delivery method may not necessarily reduce delays. However, future research into the performance of design & build was recommended where all work is maintained within the contractor’s scope, thus allowing a more accurate representation of the method. , M.Ing. (Engineering Management)
- Full Text:
- Authors: Crossman, Kurt
- Date: 2018
- Subjects: Construction industry - Management , Project management , Production planning , Construction projects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/284033 , uj:30664
- Description: Abstract: Delays during construction are a global problem which results in large cost to the construction industry. Delays are common in construction projects and cause considerable losses to all parties involved. The construction industry continues to struggle to cope and to implement measures to either mitigate the impact of a delay, or prevent the delay altogether. The construction of large public and private sector facilities is still largely implemented through a project delivery method named design-bid-build otherwise known as the traditional project delivery method. The traditional method of project delivery is still used as it is considered to obtain the lowest cost for the client and protect their interests with the expected guarantee of a sound engineering job. However, it has been found that design & build methods are beginning to produce better results than traditional methods. The objective of this research was to determine the impact of a construction project delivery method on the prevalence and effect of delays, with the aim of proving a reduction in overall delays through the use of the design & build delivery method. This study made use of two similar case studies which differed largely by the project delivery method used. The case study method was chosen for its ability to determine operational links over a period of time, instead of simply determining frequencies of specific occurrences. The method used provides insights into organisations and gives an in-depth understanding of the topic being studied. Analysis of project documentation was performed along with semi-structured interviews. Themes were generated and compared with documentation allowing in depth analysis of each case. A comparison was then performed between cases and conclusions made from the findings presented. It was found that design & build was able to reduce the impact of civil, variation order and consultant related delays. No impact was found between methods for delays related to design changes and the contractor. Most significantly, it was found that delays related to the client were increased drastically under the design & build method, due to a break in the responsibility required for the successful implementation of design & build projects. This had the single largest effect on schedule overrun, and as a result meant that the use of the design & build delivery method may not necessarily reduce delays. However, future research into the performance of design & build was recommended where all work is maintained within the contractor’s scope, thus allowing a more accurate representation of the method. , M.Ing. (Engineering Management)
- Full Text:
Information systems project failure : a managerial approach
- Authors: De Beer, André
- Date: 2011-11-24
- Subjects: Management information systems , Information resources management , Computer system failures , System failures (Engineering) , Project management
- Type: Thesis
- Identifier: uj:1734 , http://hdl.handle.net/10210/4083
- Description: M.Ing. , Failure is a part of every day life. Information systems project failures are reported regularly in the media. The growth of the information technology industry in its entirety has been very dramatic over the last decade. Large information systems projects have always posed as a challenge for development teams and organizations. The nature of these challenges have increased with the growth of information systems projects over the last decade. With the critical role that information systems have in organizations, it is critical that information systems are delivered on time within budget and according to the requirements. Unfortunately many of the information systems projects that have been started, are cancelled, not on time or over budget. It is the purpose of this dissertation to discuss some of the managerial causes of why information systems projects fail, and also to address issues that could prevent the failure of information systems projects.
- Full Text:
- Authors: De Beer, André
- Date: 2011-11-24
- Subjects: Management information systems , Information resources management , Computer system failures , System failures (Engineering) , Project management
- Type: Thesis
- Identifier: uj:1734 , http://hdl.handle.net/10210/4083
- Description: M.Ing. , Failure is a part of every day life. Information systems project failures are reported regularly in the media. The growth of the information technology industry in its entirety has been very dramatic over the last decade. Large information systems projects have always posed as a challenge for development teams and organizations. The nature of these challenges have increased with the growth of information systems projects over the last decade. With the critical role that information systems have in organizations, it is critical that information systems are delivered on time within budget and according to the requirements. Unfortunately many of the information systems projects that have been started, are cancelled, not on time or over budget. It is the purpose of this dissertation to discuss some of the managerial causes of why information systems projects fail, and also to address issues that could prevent the failure of information systems projects.
- Full Text:
Some project management methods and procedures as applied in fast tracked projects
- Authors: De Beer, Thys
- Date: 2012-06-05
- Subjects: Project management , Project management in engineering industries , Total quality control
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/364243 , uj:2440 , http://hdl.handle.net/10210/4899
- Description: M.Ing. , This dissertation will aim to indicate a methodology on how to manage fast tracked projects efficiently and effectively. Initially, some conventional project management methods will be investigated. By using practical knowledge obtained from working on fast track projects and data collected, alternative approaches to conventional project management techniques will be investigated and identified. An attempt will be made to derive an accurate as possible methodology and technique for managing fast track projects. Projects and project management are utilised not only in the engineering industry, but are used extensively in Banking, Advertising and numerous other areas of the economy. In most instances, the primary goal of a project is to create a system or process that will generate revenue for a company or person. This is especially true for engineering related projects, where an Engineering, Procurement, Construction Management (EPCM) company does the project for and on behalf of a separate entity or client, generating revenue for both the client and the EPCM Company. With this in mind, the economical truth “higher risk generates higher income” must be acknowledged. Project management is the tool used to manage these risks so as to ensure the highest possible income and profit margin, without taking unacceptably high risks. The project management methodology implemented must define the level of acceptable risk and must be able to identify advances in available technology, building methods, etc. so as to ensure as high as possible risk hence ensuring the highest possible revenue. In recent years these advances were so great that it initiated a complete methodology shift in the project management process, hence the term fast track projects. As a closing note one should never assume that fast track project management is an escape code for being reckless in approaching projects. If the methods are applied correctly, it can and will lead to a successful project. What should be understood from the onset is that there is a definite limit on how quickly a project can be done. This limit must be acknowledged by all seeing that going beyond this limit is reckless and will result in a disastrous project. This term is also known as a project’s terminal velocity.
- Full Text:
- Authors: De Beer, Thys
- Date: 2012-06-05
- Subjects: Project management , Project management in engineering industries , Total quality control
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/364243 , uj:2440 , http://hdl.handle.net/10210/4899
- Description: M.Ing. , This dissertation will aim to indicate a methodology on how to manage fast tracked projects efficiently and effectively. Initially, some conventional project management methods will be investigated. By using practical knowledge obtained from working on fast track projects and data collected, alternative approaches to conventional project management techniques will be investigated and identified. An attempt will be made to derive an accurate as possible methodology and technique for managing fast track projects. Projects and project management are utilised not only in the engineering industry, but are used extensively in Banking, Advertising and numerous other areas of the economy. In most instances, the primary goal of a project is to create a system or process that will generate revenue for a company or person. This is especially true for engineering related projects, where an Engineering, Procurement, Construction Management (EPCM) company does the project for and on behalf of a separate entity or client, generating revenue for both the client and the EPCM Company. With this in mind, the economical truth “higher risk generates higher income” must be acknowledged. Project management is the tool used to manage these risks so as to ensure the highest possible income and profit margin, without taking unacceptably high risks. The project management methodology implemented must define the level of acceptable risk and must be able to identify advances in available technology, building methods, etc. so as to ensure as high as possible risk hence ensuring the highest possible revenue. In recent years these advances were so great that it initiated a complete methodology shift in the project management process, hence the term fast track projects. As a closing note one should never assume that fast track project management is an escape code for being reckless in approaching projects. If the methods are applied correctly, it can and will lead to a successful project. What should be understood from the onset is that there is a definite limit on how quickly a project can be done. This limit must be acknowledged by all seeing that going beyond this limit is reckless and will result in a disastrous project. This term is also known as a project’s terminal velocity.
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Resolving conflict in the project environment using emotional intelligence
- Authors: De Villiers, Johan
- Date: 2018
- Subjects: Conflict management , Project management , Emotional intelligence
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/293689 , uj:31940
- Description: Abstract: Conflict is part of everyday life and with conflict management revolving around making sure everyone feels heard and respected, whilst negotiating a mutually beneficial solution that everyone involved can accept, it is however the methods and techniques project managers use in resolving conflict that could potentially influence the success of any project. With literature varying in opinion as to whether emotionally intelligent project managers have an improved ability to effectively manage conflict in a project environment, the aim of this research study is to investigate what conflict management strategies project managers with a high level of emotional intelligence prefer including its subsequent impact on overall project success. The four project managers part of this research study, each manages two of the eight project case studies, the elected research method. The preferred conflict resolution strategy and level of emotional intelligence of each of the project managers constitutes the primary data collection. Overall client satisfaction i.e. the measure for project success, constitutes the secondary data collection. Findings suggest that those project managers with a high level of emotional intelligence prefer the conflict management strategy of compromising with this preference having a positive effect on the outcome of the project and those with a lower level of emotional intelligence prefer the conflict resolution strategy of either avoiding or competing with this preference having a direct negative impact on project success. Further research is however needed in order to generalize the results observed but based on the findings it is the researcher’s suggestion that companies should encourage project managers to develop and master the skills of emotional intelligence along with the skills needed to efficiently deal with conflict in the project environment. These skills could form the basis of developing a project managers ability to resolve conflict effectively within a project environment with the benefit thereof not only applicable to project managers but also those individuals forming part of the project team. , M.Ing. (Engineering Management)
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- Authors: De Villiers, Johan
- Date: 2018
- Subjects: Conflict management , Project management , Emotional intelligence
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/293689 , uj:31940
- Description: Abstract: Conflict is part of everyday life and with conflict management revolving around making sure everyone feels heard and respected, whilst negotiating a mutually beneficial solution that everyone involved can accept, it is however the methods and techniques project managers use in resolving conflict that could potentially influence the success of any project. With literature varying in opinion as to whether emotionally intelligent project managers have an improved ability to effectively manage conflict in a project environment, the aim of this research study is to investigate what conflict management strategies project managers with a high level of emotional intelligence prefer including its subsequent impact on overall project success. The four project managers part of this research study, each manages two of the eight project case studies, the elected research method. The preferred conflict resolution strategy and level of emotional intelligence of each of the project managers constitutes the primary data collection. Overall client satisfaction i.e. the measure for project success, constitutes the secondary data collection. Findings suggest that those project managers with a high level of emotional intelligence prefer the conflict management strategy of compromising with this preference having a positive effect on the outcome of the project and those with a lower level of emotional intelligence prefer the conflict resolution strategy of either avoiding or competing with this preference having a direct negative impact on project success. Further research is however needed in order to generalize the results observed but based on the findings it is the researcher’s suggestion that companies should encourage project managers to develop and master the skills of emotional intelligence along with the skills needed to efficiently deal with conflict in the project environment. These skills could form the basis of developing a project managers ability to resolve conflict effectively within a project environment with the benefit thereof not only applicable to project managers but also those individuals forming part of the project team. , M.Ing. (Engineering Management)
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The role of outsourcing in the project house - mining house relationship
- Authors: De Villiers, Tielman J.
- Date: 2008-11-18T09:08:18Z
- Subjects: Contracting out , Mineral industries , Project management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388910 , uj:14728 , http://hdl.handle.net/10210/1732
- Description: M.Phil. , The relationship between the Mining House / Owner and Project House can be spectacularly successful for both partners (and has resulted in the emergence of a few successful new project houses and plant operation companies all over the world), but can also be disastrous for both parties, if managed incorrectly. The main requirement for a successful relationship between a Mining- and Project House is that there must be something in it for both parties. This is not only measured in customer perception of value for money (Mining House) and profits by the Project House, but is also affected by mutual respect, the working relationship and the perception that both can profit from the relationship by the following activities: • Procurement of goods and services. • Providing assistance in absorbing and adopting process technologies. • Addressing environmental concerns like Environment Impact Assessment, HAZOP studies as well as disaster management plans. • A project management team who can ensure proper control and timely reporting to the financial institutions, ensuring there are no cost and time overruns. • Provide due diligence in order to assign proper value to the assets, business portfolios, brand equity, technology/product, etc. • For retrofits, revamps, technical/ energy audits, upgrading the processes / quality of product through minimal investment routes. • In ensuring all aspects of quality management right from the concept to commissioning stage, involving corporate commitment to the quality management process enabling the companies to follow good manufacturing practices. • To provide knowledge management services i.e. depth of knowledge rather than the breadth. Until recently, most Mining Houses locked outsourcing in the back room - using it to pass off unimportant functions and processes to competent specialists so that managers could focus on more critical activities and core business. This is all changing as outsourcing is increasingly making its way into executives' strategic toolkits. In other research studies [5; C; K; N] three types of outsourcing relationships have been identified namely conventional, collaborative and (business) transformational outsourcing. Mining Houses can use conventional outsourcing to generate cost efficiencies in support processes. Collaborative outsourcing is used both to upgrade business processes and to provide flexibility to respond to changing business needs. Business transformation outsourcing holds a higher standard and is a comprehensive approach to create both new capabilities and to use them to achieve a clear strategic objective.
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- Authors: De Villiers, Tielman J.
- Date: 2008-11-18T09:08:18Z
- Subjects: Contracting out , Mineral industries , Project management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388910 , uj:14728 , http://hdl.handle.net/10210/1732
- Description: M.Phil. , The relationship between the Mining House / Owner and Project House can be spectacularly successful for both partners (and has resulted in the emergence of a few successful new project houses and plant operation companies all over the world), but can also be disastrous for both parties, if managed incorrectly. The main requirement for a successful relationship between a Mining- and Project House is that there must be something in it for both parties. This is not only measured in customer perception of value for money (Mining House) and profits by the Project House, but is also affected by mutual respect, the working relationship and the perception that both can profit from the relationship by the following activities: • Procurement of goods and services. • Providing assistance in absorbing and adopting process technologies. • Addressing environmental concerns like Environment Impact Assessment, HAZOP studies as well as disaster management plans. • A project management team who can ensure proper control and timely reporting to the financial institutions, ensuring there are no cost and time overruns. • Provide due diligence in order to assign proper value to the assets, business portfolios, brand equity, technology/product, etc. • For retrofits, revamps, technical/ energy audits, upgrading the processes / quality of product through minimal investment routes. • In ensuring all aspects of quality management right from the concept to commissioning stage, involving corporate commitment to the quality management process enabling the companies to follow good manufacturing practices. • To provide knowledge management services i.e. depth of knowledge rather than the breadth. Until recently, most Mining Houses locked outsourcing in the back room - using it to pass off unimportant functions and processes to competent specialists so that managers could focus on more critical activities and core business. This is all changing as outsourcing is increasingly making its way into executives' strategic toolkits. In other research studies [5; C; K; N] three types of outsourcing relationships have been identified namely conventional, collaborative and (business) transformational outsourcing. Mining Houses can use conventional outsourcing to generate cost efficiencies in support processes. Collaborative outsourcing is used both to upgrade business processes and to provide flexibility to respond to changing business needs. Business transformation outsourcing holds a higher standard and is a comprehensive approach to create both new capabilities and to use them to achieve a clear strategic objective.
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