Conflict management in projects
- Authors: Yusuf, Ajibola Sarafadeen
- Date: 2016
- Subjects: Conflict management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/370513 , http://hdl.handle.net/10210/225246 , uj:22745
- Description: Abstract: Projects encounter conflicts during execution. Conflicts are an unavoidable natural phenomenon which if timely identified ought to be effectively managed. Continuous monitoring of project signals pointing to the existence of distinct projects is essential. Delay in interventions of conflicts necessitates worst business scenario within organisations. This jeopardizes business useful time consequently resulting in delay relative to executing project activities. Avoiding delay in business time together with executing project activities is paramount in the set objectives of any project manager, organization or stakeholder. An essential determinant of productivity, efficiency, performance together with job contentment of any business establishment is conflict, acting as an independent variable of project behaviour. Investigating projects behaviour strategically necessitates a positive effect on dependent business variables. This is achievable by examining, understanding and having a comprehensive overview of individual elements of project behaviour, which is essential for the success of any project. This dissertation investigates how conflicts in projects can be effectively managed. Also identifying, examining, and analysing distinct causes and effects of conflicts together with numerous approaches conflicts manifest during project execution. Quantitative and qualitative investigation approach is adopted in collecting data. This dissertation data is collected from different software, mechanical design, construction inclusive of structural, roads and water projects .etc. Results illustrate high rate of conflicts is a major impediment to the success of any project. This dissertation outputs identified several types and causes of conflicts when executing a project. The dissertation concludes that issues relative to conflict management in projects have attained an optimal. Effective adoption of relevant strategies can no longer be ignored. Further conclusions, recommendations, and suggestions for future investigations are also presented. , M.Ing. (Engineering Management)
- Full Text:
- Authors: Yusuf, Ajibola Sarafadeen
- Date: 2016
- Subjects: Conflict management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/370513 , http://hdl.handle.net/10210/225246 , uj:22745
- Description: Abstract: Projects encounter conflicts during execution. Conflicts are an unavoidable natural phenomenon which if timely identified ought to be effectively managed. Continuous monitoring of project signals pointing to the existence of distinct projects is essential. Delay in interventions of conflicts necessitates worst business scenario within organisations. This jeopardizes business useful time consequently resulting in delay relative to executing project activities. Avoiding delay in business time together with executing project activities is paramount in the set objectives of any project manager, organization or stakeholder. An essential determinant of productivity, efficiency, performance together with job contentment of any business establishment is conflict, acting as an independent variable of project behaviour. Investigating projects behaviour strategically necessitates a positive effect on dependent business variables. This is achievable by examining, understanding and having a comprehensive overview of individual elements of project behaviour, which is essential for the success of any project. This dissertation investigates how conflicts in projects can be effectively managed. Also identifying, examining, and analysing distinct causes and effects of conflicts together with numerous approaches conflicts manifest during project execution. Quantitative and qualitative investigation approach is adopted in collecting data. This dissertation data is collected from different software, mechanical design, construction inclusive of structural, roads and water projects .etc. Results illustrate high rate of conflicts is a major impediment to the success of any project. This dissertation outputs identified several types and causes of conflicts when executing a project. The dissertation concludes that issues relative to conflict management in projects have attained an optimal. Effective adoption of relevant strategies can no longer be ignored. Further conclusions, recommendations, and suggestions for future investigations are also presented. , M.Ing. (Engineering Management)
- Full Text:
Evaluating the influence of risk management practices on project success of small and medium construction enterprises in the South African construction industry
- Authors: Yembi Renault, Berenger
- Date: 2017
- Subjects: Construction industry - Management , Construction projects - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262958 , uj:27793
- Description: M.Tech. (Construction Management) , Abstract: Risk management is acknowledged as a key activity in project management in order to deliver successful construction projects. However, the complexity and the risk environment in which construction projects are undertaken leads to poor project performance, especially among small and medium construction enterprises (SMEs) whose contribution to the economy is substantial. The main objective of this study was to establish the risk management practices that are tailored for the successful delivery of construction projects undertaken by SMEs. Therefore, develop a construction risk management model at project level for SMEs. A critical review of relevant literature was conducted which was used to develop a structured questionnaire survey. The questionnaire was first pilot tested with four construction SMEs before its dissemination to construction SMEs who were conveniently sampled in the Gauteng province of South Africa. A total of 225 questionnaires were sent out, 187 were returned of which 181 were deemed usable representing approximately 80% response rate. Descriptive and inferential statistics using the Statistical Package for the Social Science (SPSS) version 23 were used to empirically analyse the data. The validity and reliability of the nine factors of the risk management model were determined using Oblimin with Kaiser Normalisation rotation. Furthermore, Kaiser’s criterion and parallel analysis were also used as measures of the nine factors as well as the forty-two variables. Multiple regression analysis (MRA) was used to establish the relationships of the risk management factors and the project performance outcome. Empirical findings established that variations by the client, design variations, incomplete approval and inadequate program scheduling were deemed to have a high impact on project time outcome. It was further revealed that design variations had a high impact on project cost outcome followed by variations by the client, occurrence of dispute and incomplete or inaccurate cost estimates. Furthermore, project quality outcome was highly impacted by the lack of coordination between project participants, low management competency of subcontractors, design variations, and incomplete or inaccurate cost estimates. In addition, accidents due to poor safety procedure, the absence of fire safety systems on site, equipment damage and labour injuries were deemed to have a high impact on project health and safety outcome. Further exploration of the empirical findings revealed that variation by the client, design variation, incomplete approval, and unsuitable construction program planning can...
- Full Text:
- Authors: Yembi Renault, Berenger
- Date: 2017
- Subjects: Construction industry - Management , Construction projects - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262958 , uj:27793
- Description: M.Tech. (Construction Management) , Abstract: Risk management is acknowledged as a key activity in project management in order to deliver successful construction projects. However, the complexity and the risk environment in which construction projects are undertaken leads to poor project performance, especially among small and medium construction enterprises (SMEs) whose contribution to the economy is substantial. The main objective of this study was to establish the risk management practices that are tailored for the successful delivery of construction projects undertaken by SMEs. Therefore, develop a construction risk management model at project level for SMEs. A critical review of relevant literature was conducted which was used to develop a structured questionnaire survey. The questionnaire was first pilot tested with four construction SMEs before its dissemination to construction SMEs who were conveniently sampled in the Gauteng province of South Africa. A total of 225 questionnaires were sent out, 187 were returned of which 181 were deemed usable representing approximately 80% response rate. Descriptive and inferential statistics using the Statistical Package for the Social Science (SPSS) version 23 were used to empirically analyse the data. The validity and reliability of the nine factors of the risk management model were determined using Oblimin with Kaiser Normalisation rotation. Furthermore, Kaiser’s criterion and parallel analysis were also used as measures of the nine factors as well as the forty-two variables. Multiple regression analysis (MRA) was used to establish the relationships of the risk management factors and the project performance outcome. Empirical findings established that variations by the client, design variations, incomplete approval and inadequate program scheduling were deemed to have a high impact on project time outcome. It was further revealed that design variations had a high impact on project cost outcome followed by variations by the client, occurrence of dispute and incomplete or inaccurate cost estimates. Furthermore, project quality outcome was highly impacted by the lack of coordination between project participants, low management competency of subcontractors, design variations, and incomplete or inaccurate cost estimates. In addition, accidents due to poor safety procedure, the absence of fire safety systems on site, equipment damage and labour injuries were deemed to have a high impact on project health and safety outcome. Further exploration of the empirical findings revealed that variation by the client, design variation, incomplete approval, and unsuitable construction program planning can...
- Full Text:
An extended PMBoK project management model for companies delivering large multidiscipline mining projects
- Authors: Yates, Michael Edward Brian
- Date: 2017
- Subjects: Mine management , Project management , Mining engineering
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/242839 , uj:25060
- Description: D.Phil. (Engineering Management) , Abstract: Please refer to full text to view abstract
- Full Text:
- Authors: Yates, Michael Edward Brian
- Date: 2017
- Subjects: Mine management , Project management , Mining engineering
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/242839 , uj:25060
- Description: D.Phil. (Engineering Management) , Abstract: Please refer to full text to view abstract
- Full Text:
Establishing the criteria that determine when to appoint an engineering manager
- Authors: Whalley, Geoffrey Llewellyn
- Date: 2017
- Subjects: Engineers - Employment , Engineering - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/284166 , uj:30682
- Description: M.Ing. (Engineering Management) , Abstract: When determining the required members to be a part of a project team, the decision to appoint an engineering manager can be a difficult one. To try and make this decision easier, and the criteria around this decision clearer, specific factors were sought that could be used to assist in making this decision. Historic project data from an engineering company was used as the basis against which a set of criteria were assessed to determine their impact. The major factors assessed were the types of projects based on their industry type, client type, project duration, project value, and project complexity. For the engineering industry projects it was found that all of the above factors contribute to the decision making process; also that they are all intrinsically connected and cannot be separated or isolated from one another. The decision needs to be taken by considering all the contributing factors and each project needs to be reviewed on its own merits; however the general trend observed was that engineering managers added more value to the projects that they were a part of than the additional cost required to have them on the project team. Their contribution is also best realized when they are included in the initial phases of the project, and incorporated in the team as early on as possible. A greater number of projects should make use of engineering managers, but more specifically the correct engineering manager with the relevant experience is crucial to the success of projects in the engineering industry.
- Full Text:
- Authors: Whalley, Geoffrey Llewellyn
- Date: 2017
- Subjects: Engineers - Employment , Engineering - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/284166 , uj:30682
- Description: M.Ing. (Engineering Management) , Abstract: When determining the required members to be a part of a project team, the decision to appoint an engineering manager can be a difficult one. To try and make this decision easier, and the criteria around this decision clearer, specific factors were sought that could be used to assist in making this decision. Historic project data from an engineering company was used as the basis against which a set of criteria were assessed to determine their impact. The major factors assessed were the types of projects based on their industry type, client type, project duration, project value, and project complexity. For the engineering industry projects it was found that all of the above factors contribute to the decision making process; also that they are all intrinsically connected and cannot be separated or isolated from one another. The decision needs to be taken by considering all the contributing factors and each project needs to be reviewed on its own merits; however the general trend observed was that engineering managers added more value to the projects that they were a part of than the additional cost required to have them on the project team. Their contribution is also best realized when they are included in the initial phases of the project, and incorporated in the team as early on as possible. A greater number of projects should make use of engineering managers, but more specifically the correct engineering manager with the relevant experience is crucial to the success of projects in the engineering industry.
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Value engineering for improvement of capital projects
- Authors: Van Zyl, Gerhardus Johannes
- Date: 2012-09-04
- Subjects: Value analysis (Cost control) , Project management
- Type: Thesis
- Identifier: uj:3524 , http://hdl.handle.net/10210/6911
- Description: M.Phil. , To achieve growth, most corporations invest a large portion of their turnover in new business ventures or in expanding current operations. These initiatives imply capital and thus a return is essential in order to ensure survival. Research indicates that capital projects seldom realize their full potential. The value that is released by a project is often unacceptably lower than the value that was initially forecast and for which the board granted approval. Furthermore, a number of projects achieved radical improvement within a relatively short period of time, when they embarked on an initiative focusing on improving the project. This indicates that, due to the relatively low cost and the rather large prize at stake, it is imperative to investigate and actively seek improvement potential. Value Engineering proves to be a methodology capable of unleashing these otherwise hidden opportunities. Three basic steps describe the value engineering process: analysis to understand the project; design to find the optimum or a better solution; and the implementation thereof. Before a team can embark on an improvement initiative an initiation study will determine the target, required focus of the exercise and set up an enabled team. This study also describes the integration of value engineering with the existing processes using a case study. In order for value engineering to work, skilled members are required, the initiative has to be timed and complement the existing processes.
- Full Text:
- Authors: Van Zyl, Gerhardus Johannes
- Date: 2012-09-04
- Subjects: Value analysis (Cost control) , Project management
- Type: Thesis
- Identifier: uj:3524 , http://hdl.handle.net/10210/6911
- Description: M.Phil. , To achieve growth, most corporations invest a large portion of their turnover in new business ventures or in expanding current operations. These initiatives imply capital and thus a return is essential in order to ensure survival. Research indicates that capital projects seldom realize their full potential. The value that is released by a project is often unacceptably lower than the value that was initially forecast and for which the board granted approval. Furthermore, a number of projects achieved radical improvement within a relatively short period of time, when they embarked on an initiative focusing on improving the project. This indicates that, due to the relatively low cost and the rather large prize at stake, it is imperative to investigate and actively seek improvement potential. Value Engineering proves to be a methodology capable of unleashing these otherwise hidden opportunities. Three basic steps describe the value engineering process: analysis to understand the project; design to find the optimum or a better solution; and the implementation thereof. Before a team can embark on an improvement initiative an initiation study will determine the target, required focus of the exercise and set up an enabled team. This study also describes the integration of value engineering with the existing processes using a case study. In order for value engineering to work, skilled members are required, the initiative has to be timed and complement the existing processes.
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An engineering management view of the impact of the procurement cycle on the project schedule of an outsourced PMO in a matrix-style organisation
- Authors: Van Jaarsveldt, Marius
- Date: 2013-05-27
- Subjects: Engineering management , Project management , Outsourcing , Industrial procurement , Materials management
- Type: Thesis
- Identifier: uj:7545 , http://hdl.handle.net/10210/8403
- Description: M.Ing. (Engineering Management) , Projects are often outsourced to an external project management office that has to adapt and operate in a matrix style organisational structure. This project management office is then forced to follow the project management framework enforced by their clients, especially if these clients operate on a global, multinational business level. In such cases it is common practice that the project management office also has to follow a strict procurement approval process to ensure controlled project capital governance, which often results in project baseline schedule delays. The source of these project schedule delays may even cause conflict between the project management office, the respective project manager and their common clients. As part of the current research, various procurement transactions within such a project environment were tracked as a case study to validate the approval efficiency of all approval authorities within the procurement process itself. The duration for transaction approvals were tracked in order to compare it with existing service level agreements between the relevant stakeholders. The results obtained from the above study indicate that the actual procurement approval duration is misaligned with the theoretical and expected procurement approval duration, confirming that existing service level agreements should be aligned with more realistic deliverable expectations. The current research confirms that the organisational structure of this particular matrix style project environment and the way in which the procurement process is governed for transaction approval, have a direct negative impact on project deliverables; especially on the baseline schedule. The current research also confirms that the client organisation should be sensitive in how they structure their project organisational environment as over-governance of the procurement process can often result in unexpected schedule delays. This over-governance of the procurement process exposes various inefficiencies in the overall process, without necessarily enhancing overall project governance. The current research shows that restructuring of the procurement approval process could reduce the procurement approval duration, and present a more realistic service level agreement between the project stakeholders. This will allow the project manager to more accurately define his baseline project schedule and align all stakeholders’ project schedule expectations.
- Full Text:
- Authors: Van Jaarsveldt, Marius
- Date: 2013-05-27
- Subjects: Engineering management , Project management , Outsourcing , Industrial procurement , Materials management
- Type: Thesis
- Identifier: uj:7545 , http://hdl.handle.net/10210/8403
- Description: M.Ing. (Engineering Management) , Projects are often outsourced to an external project management office that has to adapt and operate in a matrix style organisational structure. This project management office is then forced to follow the project management framework enforced by their clients, especially if these clients operate on a global, multinational business level. In such cases it is common practice that the project management office also has to follow a strict procurement approval process to ensure controlled project capital governance, which often results in project baseline schedule delays. The source of these project schedule delays may even cause conflict between the project management office, the respective project manager and their common clients. As part of the current research, various procurement transactions within such a project environment were tracked as a case study to validate the approval efficiency of all approval authorities within the procurement process itself. The duration for transaction approvals were tracked in order to compare it with existing service level agreements between the relevant stakeholders. The results obtained from the above study indicate that the actual procurement approval duration is misaligned with the theoretical and expected procurement approval duration, confirming that existing service level agreements should be aligned with more realistic deliverable expectations. The current research confirms that the organisational structure of this particular matrix style project environment and the way in which the procurement process is governed for transaction approval, have a direct negative impact on project deliverables; especially on the baseline schedule. The current research also confirms that the client organisation should be sensitive in how they structure their project organisational environment as over-governance of the procurement process can often result in unexpected schedule delays. This over-governance of the procurement process exposes various inefficiencies in the overall process, without necessarily enhancing overall project governance. The current research shows that restructuring of the procurement approval process could reduce the procurement approval duration, and present a more realistic service level agreement between the project stakeholders. This will allow the project manager to more accurately define his baseline project schedule and align all stakeholders’ project schedule expectations.
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Management strategies and organisational structures for project
- Authors: Van der Ryst, G.J.
- Date: 2019
- Subjects: Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/393613 , uj:32573
- Description: Abstract: The aim of this dissertation is to review and analyse the existing strategies and methodologies of project management relating to management, organisation structures and more specifically their impact on project management itself. The dissertation will start by doing basic research on project management and the two major institutes that have generated an international standard, namely PRINCE and PMBoK. From here the dissertation will move to explore the different organisational structure how projects are managed in these structures. Next the dissertation will review some of the most basic management principles, and management strategies as well as how they are focussed on projects. Research will consist of various books, journal articles and seminar presanctions being summarised and combined to form the basis of this paper. The final stage of the dissertation will propose a combined management strategy that assesses the information gathered in the research portion of all sections. The idea behind this proposal will be to allow Engineering Managers to for a basis for managing projects in their organisation. This proposal will in no means be complete as no single set of standards apply to all industries, only guidelines that can be moulded to suit. The dissertation closes by making basic recommendations to the organisation considered in the case study with regards to all three focus areas as well as a general recommendation. In conclusion the dissertation identifies that there is a need for combining organisational structures and new management styles and principles into organisational structures. , M.Ing. (Engineering Management)
- Full Text:
- Authors: Van der Ryst, G.J.
- Date: 2019
- Subjects: Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/393613 , uj:32573
- Description: Abstract: The aim of this dissertation is to review and analyse the existing strategies and methodologies of project management relating to management, organisation structures and more specifically their impact on project management itself. The dissertation will start by doing basic research on project management and the two major institutes that have generated an international standard, namely PRINCE and PMBoK. From here the dissertation will move to explore the different organisational structure how projects are managed in these structures. Next the dissertation will review some of the most basic management principles, and management strategies as well as how they are focussed on projects. Research will consist of various books, journal articles and seminar presanctions being summarised and combined to form the basis of this paper. The final stage of the dissertation will propose a combined management strategy that assesses the information gathered in the research portion of all sections. The idea behind this proposal will be to allow Engineering Managers to for a basis for managing projects in their organisation. This proposal will in no means be complete as no single set of standards apply to all industries, only guidelines that can be moulded to suit. The dissertation closes by making basic recommendations to the organisation considered in the case study with regards to all three focus areas as well as a general recommendation. In conclusion the dissertation identifies that there is a need for combining organisational structures and new management styles and principles into organisational structures. , M.Ing. (Engineering Management)
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Business development : a project management approach
- Authors: Van der Merwe, Andre Philip
- Date: 2012-08-22
- Subjects: Project management
- Type: Thesis
- Identifier: uj:2993 , http://hdl.handle.net/10210/6417
- Description: D.Phil. , Project management from an industrial development perspective and as an engineering discipline has been researched and published throughout the past century. It could be said that the subject is mature, as recent publications on project management fail to bring new knowledge to light. Research of published work in the form of books, journals, conference proceedings and magazines dedicated to project management, to find factors of success, expose, on analysis, that a "best practice" strategic level model can be derived for a project, revealing a high percentage of repeatability and re-use from project to project. Many of the worlds' leading practitioners concur that a base model for a project does exist; - that is to say, all projects follow a similar model leading to successful execution. What has not been understood is how the emphasis on various aspects of such a model changes between industrial development, and business development. Many business development projects have failed as a direct result of implementing what is known of project management as an engineering discipline, and applying it directly to business development. Research on how project management influences business development is both current and relevant. However, not much can be found in literature. What there is, concentrates on the information technology market segment. Available information on project management from a business development perspective deals with the project rather than with the management. This study analyses how business develops as an economic model to create wealth, and then further analyses how project management impacts on business development. The impact on strategy, structure and processes has been analysed to find how projects impact to improve efficiency and effectiveness within the business, thus further developing the business. A project model was developed and applied to find how application of project management knowledge changes in theory between industrial development, and business development. The result of this research was used to create a project system that would assist in the application of theory to practice. The system was used as a measurement tool to guide what was theoretically applied, and to show how practice changed theory, to a better understanding of how emphasis shifted in the model between engineering application, and management application. The project system was further refined during three consecutive business development case studies: ESKOM Transmission Group, ESKOM Distribution Group, and Gauteng Provincial Government. The lessons learned from these applications were finalised, and the project system evolved into a commercially viable product to aide and assist repeatable success in future applications of project management to business development. Cognisance was taken of international developments to certify the competence of project managers and to evolve project management itself into a profession. Project management is seen to play an important role in the effective and efficient application of all resources to achieve development, not only in industry and business, but in society as well. This aspect impacts on the education of project managers, as society does not develop on the backs of people who know things but on the backs of people who can do things.
- Full Text:
- Authors: Van der Merwe, Andre Philip
- Date: 2012-08-22
- Subjects: Project management
- Type: Thesis
- Identifier: uj:2993 , http://hdl.handle.net/10210/6417
- Description: D.Phil. , Project management from an industrial development perspective and as an engineering discipline has been researched and published throughout the past century. It could be said that the subject is mature, as recent publications on project management fail to bring new knowledge to light. Research of published work in the form of books, journals, conference proceedings and magazines dedicated to project management, to find factors of success, expose, on analysis, that a "best practice" strategic level model can be derived for a project, revealing a high percentage of repeatability and re-use from project to project. Many of the worlds' leading practitioners concur that a base model for a project does exist; - that is to say, all projects follow a similar model leading to successful execution. What has not been understood is how the emphasis on various aspects of such a model changes between industrial development, and business development. Many business development projects have failed as a direct result of implementing what is known of project management as an engineering discipline, and applying it directly to business development. Research on how project management influences business development is both current and relevant. However, not much can be found in literature. What there is, concentrates on the information technology market segment. Available information on project management from a business development perspective deals with the project rather than with the management. This study analyses how business develops as an economic model to create wealth, and then further analyses how project management impacts on business development. The impact on strategy, structure and processes has been analysed to find how projects impact to improve efficiency and effectiveness within the business, thus further developing the business. A project model was developed and applied to find how application of project management knowledge changes in theory between industrial development, and business development. The result of this research was used to create a project system that would assist in the application of theory to practice. The system was used as a measurement tool to guide what was theoretically applied, and to show how practice changed theory, to a better understanding of how emphasis shifted in the model between engineering application, and management application. The project system was further refined during three consecutive business development case studies: ESKOM Transmission Group, ESKOM Distribution Group, and Gauteng Provincial Government. The lessons learned from these applications were finalised, and the project system evolved into a commercially viable product to aide and assist repeatable success in future applications of project management to business development. Cognisance was taken of international developments to certify the competence of project managers and to evolve project management itself into a profession. Project management is seen to play an important role in the effective and efficient application of all resources to achieve development, not only in industry and business, but in society as well. This aspect impacts on the education of project managers, as society does not develop on the backs of people who know things but on the backs of people who can do things.
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Project management is not an accidental profession
- Thobejane, Magarule Hendrick
- Authors: Thobejane, Magarule Hendrick
- Date: 2008-06-26T05:50:41Z
- Subjects: Project management
- Type: Mini-Dissertation
- Identifier: uj:9858 , http://hdl.handle.net/10210/725
- Description: This study investigates project management as a professional discipline and project manager as a professional person. Projects and the role of the project manager in business success, the challenges faced by project managers and the appointment of an accidental project manager as a sure path to project failure, are also investigated. An extended literature was undertaken to address the stated problems. The study found that organisations utilising the professional project management are benefiting more than those who do not used professional project managers. It was also found that there is an exponential increase in membership of the Project Management Institute (PMI) and those with Project Management Professional (PMP) certification. Projects and project manager plays an important role in the success of business. This study shows that projects are initiated as a result of the development of new products or services. Despite all the necessary selection criteria for appointing project manager being satisfied, project managers are still faced with challenges. This study shows that the temporary nature as well the limited authority given to the project managers constitute the core challenges for a project manager. The study shows that most of the organisations do not have system approach when selecting the project managers. Appointment of an “accidental project manager” is a sure path to project failure. Investigation reveals that the appointment of an incompetent project manager is one of the main causes of project failure. , Prof. N. Lessing
- Full Text:
- Authors: Thobejane, Magarule Hendrick
- Date: 2008-06-26T05:50:41Z
- Subjects: Project management
- Type: Mini-Dissertation
- Identifier: uj:9858 , http://hdl.handle.net/10210/725
- Description: This study investigates project management as a professional discipline and project manager as a professional person. Projects and the role of the project manager in business success, the challenges faced by project managers and the appointment of an accidental project manager as a sure path to project failure, are also investigated. An extended literature was undertaken to address the stated problems. The study found that organisations utilising the professional project management are benefiting more than those who do not used professional project managers. It was also found that there is an exponential increase in membership of the Project Management Institute (PMI) and those with Project Management Professional (PMP) certification. Projects and project manager plays an important role in the success of business. This study shows that projects are initiated as a result of the development of new products or services. Despite all the necessary selection criteria for appointing project manager being satisfied, project managers are still faced with challenges. This study shows that the temporary nature as well the limited authority given to the project managers constitute the core challenges for a project manager. The study shows that most of the organisations do not have system approach when selecting the project managers. Appointment of an “accidental project manager” is a sure path to project failure. Investigation reveals that the appointment of an incompetent project manager is one of the main causes of project failure. , Prof. N. Lessing
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The argument for operational project management in the South African mining industry
- Authors: Strauss, Heinrich
- Date: 2016
- Subjects: Mine management , Project management , Platinum mines and mining
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233579 , uj:23851
- Description: M.Phil. (Engineering Management) , Abstract: Mining is expensive, but sorely needed as a source of employment and GDP in South Africa. The South African mining sector with the biggest potential, and brightest future, is the platinum sector, but it finds itself challenged to remain competitive as the cost of production increases, while it is not in control of the price at which it sells its products. Because of operational constraints, it is projected that the PGM sector will not meet market demands for its products during the next four to five years. This inability can be partially ascribed to the mines’ lack of available, mineable ore reserves. Creation of available, mineable ore reserves takes place in the operational cycle, which is largely man-aged as an operational process, as opposed to an environment of project management. This study contemplates the application of project management principles within the production (operational) environment, calling it “operational project management”. Specific emphasis was placed on the de-velopment, ledging, and equipping phases, as it was believed that these could, collectively be seen as a project that prepares mineable ore reserves. This research shows that the application of project management skills and techniques could signifi-cantly contribute to the sustainability and competitiveness of a platinum mine.
- Full Text:
- Authors: Strauss, Heinrich
- Date: 2016
- Subjects: Mine management , Project management , Platinum mines and mining
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233579 , uj:23851
- Description: M.Phil. (Engineering Management) , Abstract: Mining is expensive, but sorely needed as a source of employment and GDP in South Africa. The South African mining sector with the biggest potential, and brightest future, is the platinum sector, but it finds itself challenged to remain competitive as the cost of production increases, while it is not in control of the price at which it sells its products. Because of operational constraints, it is projected that the PGM sector will not meet market demands for its products during the next four to five years. This inability can be partially ascribed to the mines’ lack of available, mineable ore reserves. Creation of available, mineable ore reserves takes place in the operational cycle, which is largely man-aged as an operational process, as opposed to an environment of project management. This study contemplates the application of project management principles within the production (operational) environment, calling it “operational project management”. Specific emphasis was placed on the de-velopment, ledging, and equipping phases, as it was believed that these could, collectively be seen as a project that prepares mineable ore reserves. This research shows that the application of project management skills and techniques could signifi-cantly contribute to the sustainability and competitiveness of a platinum mine.
- Full Text:
Project management : guidelines for the implementation methodology of an enterprise resource management system
- Authors: Strauss, Elizan
- Date: 2012-09-10
- Subjects: Project management
- Type: Mini-Dissertation
- Identifier: uj:9796 , http://hdl.handle.net/10210/7200
- Description: M.Comm. , Enterprise resource management (ERM) systems are seen as state-of-the-art functionality in terms of modern information technology, providing promises of integration advantages across the organisation, potential cost savings and process re-engineering. However, in spite of the promised advantages, organisations tend to shy away from ERM system implementations due to the high failure rate of these projects. The approach taken in this study is that the risk lies in the success of the ERM implementation, rather than the ERM technology. There are clear advantages to the successful implementation of an ERM system in any modern organisation facing global competition, but the risks to obtain a successful implementation are overwhelmingly high. "Critics of ERM implementations should understand that it is not the application software that earns their censure, but rather the implementation itself that often do not achieve the aims of the organisation. Although some business managers with enough understanding of technology are made to head IT projects, the problem with project management is that it lacks a methodology" (Jeyathevan, 2002: 44). Given the above, it is clear that there is a crucial need for a model to provide practical project management guidelines towards the successful implementation of an enterprise resource management project. The identification of this need resulted in the undertaking of this particular study. This study therefore aims to address the need for practical project management guidelines towards the successful implementation of an ERM project in an organisation, including both organisational and human performance challenges. As a result, the study firstly presents a theoretical framework for project management of an ERM project implementation and secondly, tests this framework for relevance and comprehensiveness to ensure usefulness of the framework in practice. This research does not focus on an implementation methodology for an ERM project, since these abound in consulting companies and in practice, listing the detailed tasks to be concluded within each phase of the project. This research rather focuses on a project management view of the implementation methodology, providing guidelines to the project manager to ensure a successful ERM implementation. The purpose of this study is therefore twofold: Introduce a framework containing project management guidelines towards the successful implementation of an ERM system in an organisation Test this framework for relevancy and comprehensiveness to confirm its usefulness for project managers in the practical project environment.
- Full Text:
- Authors: Strauss, Elizan
- Date: 2012-09-10
- Subjects: Project management
- Type: Mini-Dissertation
- Identifier: uj:9796 , http://hdl.handle.net/10210/7200
- Description: M.Comm. , Enterprise resource management (ERM) systems are seen as state-of-the-art functionality in terms of modern information technology, providing promises of integration advantages across the organisation, potential cost savings and process re-engineering. However, in spite of the promised advantages, organisations tend to shy away from ERM system implementations due to the high failure rate of these projects. The approach taken in this study is that the risk lies in the success of the ERM implementation, rather than the ERM technology. There are clear advantages to the successful implementation of an ERM system in any modern organisation facing global competition, but the risks to obtain a successful implementation are overwhelmingly high. "Critics of ERM implementations should understand that it is not the application software that earns their censure, but rather the implementation itself that often do not achieve the aims of the organisation. Although some business managers with enough understanding of technology are made to head IT projects, the problem with project management is that it lacks a methodology" (Jeyathevan, 2002: 44). Given the above, it is clear that there is a crucial need for a model to provide practical project management guidelines towards the successful implementation of an enterprise resource management project. The identification of this need resulted in the undertaking of this particular study. This study therefore aims to address the need for practical project management guidelines towards the successful implementation of an ERM project in an organisation, including both organisational and human performance challenges. As a result, the study firstly presents a theoretical framework for project management of an ERM project implementation and secondly, tests this framework for relevance and comprehensiveness to ensure usefulness of the framework in practice. This research does not focus on an implementation methodology for an ERM project, since these abound in consulting companies and in practice, listing the detailed tasks to be concluded within each phase of the project. This research rather focuses on a project management view of the implementation methodology, providing guidelines to the project manager to ensure a successful ERM implementation. The purpose of this study is therefore twofold: Introduce a framework containing project management guidelines towards the successful implementation of an ERM system in an organisation Test this framework for relevancy and comprehensiveness to confirm its usefulness for project managers in the practical project environment.
- Full Text:
Die begrip stelselingenieurswese en aspekte in die bestuur van stelselingenieursfunksies
- Authors: Stoltz, Gert Hendrik
- Date: 2012-09-04
- Subjects: Systems engineering , Project management , Systems engineering - Management
- Type: Thesis
- Identifier: uj:3488 , http://hdl.handle.net/10210/6879
- Description: M.Comm. , In hierdie studie is daar gekyk na aspekte van bestuur in stelselingenieurswese. Ondersoek is ingestel na wat stelsels en stelselingenieurswese is, en waarom die bestuur van 'n stelselingenieursfunksie anders is as die bestuur van 'n funksionele lynfunksie. Sekere metodes en hulpmiddels is ook bespreek wat die projekbestuurder kan help in die uitvoering van sy taak. Hoofstuk twee handel oor stelsels en die begrip stelselingenieurswese. Hierdie hoofstuk dien as agtergrond vir hoofstukke drie en vier, wat handel oor bestuursaspekte in stelselingenieurswese. Die volgende afleidings oor die eienskappe van stelsels word in hoofstuk twee gemaak • 'n SteIsel bestaan uit verskillende komponente 'n Stelsel het 'n inset, uitset, en beheermeganisme Die komponente van 'n stelsel is op 'n funksionele wyse van mekaar afhanklik. Die eienskappe en gedrag van elke komponent in die stelsel het 'n irrvioed op die eienskappe en gedrag van die stelsel as 'n geheel. Daar is 'n spesifieke doelwit of funksie wat deur die stelsel bereik moet word.
- Full Text:
- Authors: Stoltz, Gert Hendrik
- Date: 2012-09-04
- Subjects: Systems engineering , Project management , Systems engineering - Management
- Type: Thesis
- Identifier: uj:3488 , http://hdl.handle.net/10210/6879
- Description: M.Comm. , In hierdie studie is daar gekyk na aspekte van bestuur in stelselingenieurswese. Ondersoek is ingestel na wat stelsels en stelselingenieurswese is, en waarom die bestuur van 'n stelselingenieursfunksie anders is as die bestuur van 'n funksionele lynfunksie. Sekere metodes en hulpmiddels is ook bespreek wat die projekbestuurder kan help in die uitvoering van sy taak. Hoofstuk twee handel oor stelsels en die begrip stelselingenieurswese. Hierdie hoofstuk dien as agtergrond vir hoofstukke drie en vier, wat handel oor bestuursaspekte in stelselingenieurswese. Die volgende afleidings oor die eienskappe van stelsels word in hoofstuk twee gemaak • 'n SteIsel bestaan uit verskillende komponente 'n Stelsel het 'n inset, uitset, en beheermeganisme Die komponente van 'n stelsel is op 'n funksionele wyse van mekaar afhanklik. Die eienskappe en gedrag van elke komponent in die stelsel het 'n irrvioed op die eienskappe en gedrag van die stelsel as 'n geheel. Daar is 'n spesifieke doelwit of funksie wat deur die stelsel bereik moet word.
- Full Text:
A framework for assessing enterprise resource planning systems.
- Authors: Steyn, Etienne Ashley
- Date: 2008-04-24T12:37:11Z
- Subjects: Reengineering (Management) , Project management , Business planning
- Type: Thesis
- Identifier: uj:6727 , http://hdl.handle.net/10210/312
- Description: The aim of this study is to understand the definition of Enterprise Resource Planning Systems (ERP), explore the most distinct phases and steps used during the implementation life cycle and the different elements of project management. All the fundamental concepts are evaluated during the various stages of the implementation and there is a highlighted detailed discussion on the implementation life cycle or the phases that a project needs to go through. This content will concentrate on providing an overall understanding of ERP systems, the benefits that a company can achieve by implementing an ERP system, a clear understanding of the role and use of these systems and an understanding of the various approaches to implement ERP systems. Before the start of any implementation or engagement a clear understanding of the approach or the order of the implementation steps needs to be understood. This allows transparency and provides the entity, that is about to implement the ERP system a clear framework description of the steps in the implementation process towards a successful ERP implementation. The methodology that would be under the magnifying glass is one from SAP known as the Accelerated ASAP methodology. This methodology is usually customized by all the different implementers or consulting houses. However there would be specific reference made to the ASAP implementation methodology steps. The successful implementation by using structured project management methodologies and reporting has become increasingly important and implementers always strive to refine and make changes to the standard methodology to fit to the needs of the implementation at hand. These elements where changes are made will be highlighted and discussed. The assessment of the ERP system can be done from various perspectives and at different stages both during and after the implementation has been completed. There should be a clear understanding with regards to when the effectiveness of the system is being judged. The assessment for this study will be conducted from both the process owners as well as the consultants doing the actual implementation during the different stages of the implementation and after the implementation. The focus will be on actual benefits and successes instead of costs involved with the implementation of the ERP Systems. Benefits will be discussed from an operational, strategic, infrastructure, managerial and organizational level. ERP project implementations yield substantial benefits to the entities that adopt them and these benefits will clearly be indicated. , Mr. Cor Scheepers
- Full Text:
- Authors: Steyn, Etienne Ashley
- Date: 2008-04-24T12:37:11Z
- Subjects: Reengineering (Management) , Project management , Business planning
- Type: Thesis
- Identifier: uj:6727 , http://hdl.handle.net/10210/312
- Description: The aim of this study is to understand the definition of Enterprise Resource Planning Systems (ERP), explore the most distinct phases and steps used during the implementation life cycle and the different elements of project management. All the fundamental concepts are evaluated during the various stages of the implementation and there is a highlighted detailed discussion on the implementation life cycle or the phases that a project needs to go through. This content will concentrate on providing an overall understanding of ERP systems, the benefits that a company can achieve by implementing an ERP system, a clear understanding of the role and use of these systems and an understanding of the various approaches to implement ERP systems. Before the start of any implementation or engagement a clear understanding of the approach or the order of the implementation steps needs to be understood. This allows transparency and provides the entity, that is about to implement the ERP system a clear framework description of the steps in the implementation process towards a successful ERP implementation. The methodology that would be under the magnifying glass is one from SAP known as the Accelerated ASAP methodology. This methodology is usually customized by all the different implementers or consulting houses. However there would be specific reference made to the ASAP implementation methodology steps. The successful implementation by using structured project management methodologies and reporting has become increasingly important and implementers always strive to refine and make changes to the standard methodology to fit to the needs of the implementation at hand. These elements where changes are made will be highlighted and discussed. The assessment of the ERP system can be done from various perspectives and at different stages both during and after the implementation has been completed. There should be a clear understanding with regards to when the effectiveness of the system is being judged. The assessment for this study will be conducted from both the process owners as well as the consultants doing the actual implementation during the different stages of the implementation and after the implementation. The focus will be on actual benefits and successes instead of costs involved with the implementation of the ERP Systems. Benefits will be discussed from an operational, strategic, infrastructure, managerial and organizational level. ERP project implementations yield substantial benefits to the entities that adopt them and these benefits will clearly be indicated. , Mr. Cor Scheepers
- Full Text:
Exploring responsible project management education
- Silvius, Gilbert, Schipper, Ron
- Authors: Silvius, Gilbert , Schipper, Ron
- Date: 2019
- Subjects: Project management , Responsible management education , Sustainability
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/289539 , uj:31416 , Citation: Silvius, G. & Schipper, R. 2019. Exploring responsible project management education. Educ. Sci. 2019, 9, 2; doi:10.3390/educsci9010002.
- Description: Abstract: As projects are evolving from tactical level ‘tasks’ to societally-relevant ‘instruments of change’, the theories, methods, and practices of project management need to evolve, too. Academic programs on project management, logically, should be frontrunners in this development, which calls for societally-relevant and ‘responsible’ project management education. Following the model of the United Nations Principles for Responsible Management Education, some first ideas on what Responsible Project Management Education should entail developed. The study presented in this article uses meta-synthesis to explore the meaning and characteristics of responsible project management education. The study concludes nine characteristics that provide a conceptual starting point for more empirical research on the topic.
- Full Text:
- Authors: Silvius, Gilbert , Schipper, Ron
- Date: 2019
- Subjects: Project management , Responsible management education , Sustainability
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/289539 , uj:31416 , Citation: Silvius, G. & Schipper, R. 2019. Exploring responsible project management education. Educ. Sci. 2019, 9, 2; doi:10.3390/educsci9010002.
- Description: Abstract: As projects are evolving from tactical level ‘tasks’ to societally-relevant ‘instruments of change’, the theories, methods, and practices of project management need to evolve, too. Academic programs on project management, logically, should be frontrunners in this development, which calls for societally-relevant and ‘responsible’ project management education. Following the model of the United Nations Principles for Responsible Management Education, some first ideas on what Responsible Project Management Education should entail developed. The study presented in this article uses meta-synthesis to explore the meaning and characteristics of responsible project management education. The study concludes nine characteristics that provide a conceptual starting point for more empirical research on the topic.
- Full Text:
Sustainability as a new school of thought in project management
- Authors: Silvius, Gilbert
- Date: 2017
- Subjects: Project management , Project management theory , Sustainability
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/244547 , uj:25289 , Citation: Silvius, G. 2017. Sustainability as a new school of thought in project management.
- Description: Abstract: Sustainability is one of the most important challenges of our time. It is recognized that projects play a pivotal role in the realization of more sustainable business practices and a developing theme in project management research is the relationship between projects and sustainability. As the literature on this topic is evolving, this paper discusses the question whether the growing attention for sustainability in project management research represents a new ‘school of thought’ in project management? The study builds upon earlier work on schools of project management research, in which nine schools were identified. The question whether sustainability should be considered a new school of project management is answered by deriving the criteria for recognition as a school and performing a structured literature review on a sample of 71 articles on sustainability in project management, taken from the leading academic journals on this topic. As criteria for recognition as a school of project management, the criteria content, community and impact were found. After a content analysis of the articles in the sample, the conclusion is reached that sustainability qualifies a new, distinct and emerging school of thinking in project management. The defining characteristics of this sustainability school are: considering Projects in a societal perspective, having a Management for stakeholders approach, applying Triple bottom line criteria, and taking a Values based approach to projects and project management.
- Full Text:
- Authors: Silvius, Gilbert
- Date: 2017
- Subjects: Project management , Project management theory , Sustainability
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/244547 , uj:25289 , Citation: Silvius, G. 2017. Sustainability as a new school of thought in project management.
- Description: Abstract: Sustainability is one of the most important challenges of our time. It is recognized that projects play a pivotal role in the realization of more sustainable business practices and a developing theme in project management research is the relationship between projects and sustainability. As the literature on this topic is evolving, this paper discusses the question whether the growing attention for sustainability in project management research represents a new ‘school of thought’ in project management? The study builds upon earlier work on schools of project management research, in which nine schools were identified. The question whether sustainability should be considered a new school of project management is answered by deriving the criteria for recognition as a school and performing a structured literature review on a sample of 71 articles on sustainability in project management, taken from the leading academic journals on this topic. As criteria for recognition as a school of project management, the criteria content, community and impact were found. After a content analysis of the articles in the sample, the conclusion is reached that sustainability qualifies a new, distinct and emerging school of thinking in project management. The defining characteristics of this sustainability school are: considering Projects in a societal perspective, having a Management for stakeholders approach, applying Triple bottom line criteria, and taking a Values based approach to projects and project management.
- Full Text:
Considering sustainability in project management decision making; an investigation using Q-methodology
- Silvius, A.J.G., Kampinga, M., Paniagua, S., Mooi, H
- Authors: Silvius, A.J.G. , Kampinga, M. , Paniagua, S. , Mooi, H
- Date: 2017
- Subjects: Project , Project management , Sustainability
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/239178 , uj:24568 , Citation: Silvius, A.J.G. et al. 2015. Considering sustainability in project management decision making; an investigation using Q-methodology.
- Description: Abstract: Sustainability is one of the most important challenges of our time. Projects play a pivotal role in the realization of more sustainable business practices and the concept of sustainability has also been linked to project management. However, how managers of projects consider sustainability in their operational daily work is still to be explored. This paper uses Q-methodology to investigate the consideration of sustainability aspects in the decision making processes of project managers. The research question was How are dimensions of sustainability considered in the decision-making processes of project managers in relation to the triple constraint of time, cost and quality? Based on the Q-sort of selected respondents, the study found that the consideration of sustainability principles is underrepresented, compared to the triple constraint criteria. However, the analysis of the individual Q-sorts revealed four distinct perspectives that differ significantly in their consideration of sustainability principles and triple constraint criteria.
- Full Text:
- Authors: Silvius, A.J.G. , Kampinga, M. , Paniagua, S. , Mooi, H
- Date: 2017
- Subjects: Project , Project management , Sustainability
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/239178 , uj:24568 , Citation: Silvius, A.J.G. et al. 2015. Considering sustainability in project management decision making; an investigation using Q-methodology.
- Description: Abstract: Sustainability is one of the most important challenges of our time. Projects play a pivotal role in the realization of more sustainable business practices and the concept of sustainability has also been linked to project management. However, how managers of projects consider sustainability in their operational daily work is still to be explored. This paper uses Q-methodology to investigate the consideration of sustainability aspects in the decision making processes of project managers. The research question was How are dimensions of sustainability considered in the decision-making processes of project managers in relation to the triple constraint of time, cost and quality? Based on the Q-sort of selected respondents, the study found that the consideration of sustainability principles is underrepresented, compared to the triple constraint criteria. However, the analysis of the individual Q-sorts revealed four distinct perspectives that differ significantly in their consideration of sustainability principles and triple constraint criteria.
- Full Text:
Challenges and benefits of agile project management in a South African bank : a case study
- Authors: Sibotho, Mzwandile
- Date: 2018
- Subjects: Project management , Bank management , Agile software development
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/285880 , uj:30925
- Description: M.Ing. (Engineering Management) , Abstract: The main focus of this research study is based on the field of agile project engineering management; this includes the challenges and benefits of agile project engineering management at the First National Bank. Agile tool is becoming popular for small to medium projects; it is continuously and gradually being adopted as internal business units strive to please the customer needs and wants. Most business units within the bank decided to adopt the agile methodology instead of previously used traditional waterfall methodology, which would enforce the business units to wait for the eighteen month project delivery cycle which may often result in delivering of the wrong product to the market. The idea of agile delivering in short cycles which is two weeks and quarterly project release is appealing. Business units want to get better at producing products and services to targeted customers faster. Agile uses an approach that is value driven which enables the project management administrators and managers to produce high quality work, high priority and this results in the project managers look more effective and efficient to stakeholders.
- Full Text:
- Authors: Sibotho, Mzwandile
- Date: 2018
- Subjects: Project management , Bank management , Agile software development
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/285880 , uj:30925
- Description: M.Ing. (Engineering Management) , Abstract: The main focus of this research study is based on the field of agile project engineering management; this includes the challenges and benefits of agile project engineering management at the First National Bank. Agile tool is becoming popular for small to medium projects; it is continuously and gradually being adopted as internal business units strive to please the customer needs and wants. Most business units within the bank decided to adopt the agile methodology instead of previously used traditional waterfall methodology, which would enforce the business units to wait for the eighteen month project delivery cycle which may often result in delivering of the wrong product to the market. The idea of agile delivering in short cycles which is two weeks and quarterly project release is appealing. Business units want to get better at producing products and services to targeted customers faster. Agile uses an approach that is value driven which enables the project management administrators and managers to produce high quality work, high priority and this results in the project managers look more effective and efficient to stakeholders.
- Full Text:
Impact of risk management in construction projects
- Authors: Shirinda, Vukosi
- Date: 2019
- Subjects: Construction industry - Risk management , Construction projects - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/413251 , uj:34809
- Description: M.Phil. (Engineering Management) , Abstract: Construction projects play a major role in economic and social development. Many countries, more specifically developing countries, implement various construction projects to improve their economies. According to global studies, most construction projects experience poor performance and a high failure rate. As a result of the poor performance and the high failure rate, developing countries struggle to grow their economies. Most developing countries largely depend on foreign investment to finance their major construction projects. As a result of poor performance and a high failure rate, developing countries are struggling to attract foreign investment. One of the integral parts in project management is risk management. According to previous studies, construction projects have a bad record of risk management when compared to other industries. The aim of this research is to explore the relationship between risk management and construction projects. In addition, it examines how risk management affects project success and performance. In order to fulfil the research objectives, a literature review was conducted, focusing on construction project performance indicators and critical risk management factors. From the literature review, it was established that risk management has a direct relationship with the success and performance of construction projects. Performance indicators, cost, time and quality, are vulnerable to risk events. These indicators have a direct relationship with risk events. Research data were obtained in the form of questionnaires with dominantly Likert scale closed questions. Data were received from respondents who played the role of contractor, consultant, client and subcontractor in their previous three construction projects. The majority of respondents had more than five years’ construction project experience. The respondents were construction project risk management accounting officers, with the majority of responses coming from project engineers/agents, project managers and construction supervisors. This research has identified that construction project time/schedule, quality and budget/cost are all vulnerable to risk events. It was further realised that construction project teams neglected risk events. It is therefore evident that construction projects will continuously experience poor performance and failures if risk management is not effectively performed. The risk management and key construction project...
- Full Text:
- Authors: Shirinda, Vukosi
- Date: 2019
- Subjects: Construction industry - Risk management , Construction projects - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/413251 , uj:34809
- Description: M.Phil. (Engineering Management) , Abstract: Construction projects play a major role in economic and social development. Many countries, more specifically developing countries, implement various construction projects to improve their economies. According to global studies, most construction projects experience poor performance and a high failure rate. As a result of the poor performance and the high failure rate, developing countries struggle to grow their economies. Most developing countries largely depend on foreign investment to finance their major construction projects. As a result of poor performance and a high failure rate, developing countries are struggling to attract foreign investment. One of the integral parts in project management is risk management. According to previous studies, construction projects have a bad record of risk management when compared to other industries. The aim of this research is to explore the relationship between risk management and construction projects. In addition, it examines how risk management affects project success and performance. In order to fulfil the research objectives, a literature review was conducted, focusing on construction project performance indicators and critical risk management factors. From the literature review, it was established that risk management has a direct relationship with the success and performance of construction projects. Performance indicators, cost, time and quality, are vulnerable to risk events. These indicators have a direct relationship with risk events. Research data were obtained in the form of questionnaires with dominantly Likert scale closed questions. Data were received from respondents who played the role of contractor, consultant, client and subcontractor in their previous three construction projects. The majority of respondents had more than five years’ construction project experience. The respondents were construction project risk management accounting officers, with the majority of responses coming from project engineers/agents, project managers and construction supervisors. This research has identified that construction project time/schedule, quality and budget/cost are all vulnerable to risk events. It was further realised that construction project teams neglected risk events. It is therefore evident that construction projects will continuously experience poor performance and failures if risk management is not effectively performed. The risk management and key construction project...
- Full Text:
Change management skill requirement for project managers
- Authors: Sheane, Pule Alfred
- Date: 2019
- Subjects: Project management , Strategic planning , Management by objectives
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/424634 , uj:36321
- Description: Abstract: The research aim was to identify the skills required for the project managers to manage change to give input to the development plan of project managers. The skills were identified through a comprehensive literature study. Ten interpersonal skills were identified as the required skills for a project manager to be able to direct or manage a change process in a project. A questionnaire was developed following a guide from literature findings on the skill-set required for a project manager. A questionnaire was developed to answer two research questions. The score ratings were to measure the level of importance of the skills and measure it against the scored level of use and that was the first part of a questionnaire to answer the first research question. The second research question was to validate the skills identified by measuring the level of impact of each skill during a change process. The research methodology and the approach taken was a case study in a single projectbased organization. The participants subject to the study were project managers, engineering managers, engineers, and project support staff. The data received from the participants was analyzed in a cohort manner, using a quantitative framework to get to the results. The results obtained showed that across all four groups, two skills out of ten identified were strongly agreed on. Communication skills came out strong, followed by leadership skills. Furthermore, the score ratings showed that the skills are less used as opposed to the level of importance giving the conclusion that a project manager does not apply the required skills to the level at which they are required to manage change during project implementation. Further studies are recommended to be carried out to see why are the skills less utilized by the project managers. A project manager must learn from past mistakes and bad results as a tool towards self-development. Furthermore, for a project manager’s self-development, they must look at IPMA ICB4 Eye of Competence and PMI, PMCDF that defines integrated change control processes with performance criteria. , M.Phil. (Engineering Management)
- Full Text:
- Authors: Sheane, Pule Alfred
- Date: 2019
- Subjects: Project management , Strategic planning , Management by objectives
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/424634 , uj:36321
- Description: Abstract: The research aim was to identify the skills required for the project managers to manage change to give input to the development plan of project managers. The skills were identified through a comprehensive literature study. Ten interpersonal skills were identified as the required skills for a project manager to be able to direct or manage a change process in a project. A questionnaire was developed following a guide from literature findings on the skill-set required for a project manager. A questionnaire was developed to answer two research questions. The score ratings were to measure the level of importance of the skills and measure it against the scored level of use and that was the first part of a questionnaire to answer the first research question. The second research question was to validate the skills identified by measuring the level of impact of each skill during a change process. The research methodology and the approach taken was a case study in a single projectbased organization. The participants subject to the study were project managers, engineering managers, engineers, and project support staff. The data received from the participants was analyzed in a cohort manner, using a quantitative framework to get to the results. The results obtained showed that across all four groups, two skills out of ten identified were strongly agreed on. Communication skills came out strong, followed by leadership skills. Furthermore, the score ratings showed that the skills are less used as opposed to the level of importance giving the conclusion that a project manager does not apply the required skills to the level at which they are required to manage change during project implementation. Further studies are recommended to be carried out to see why are the skills less utilized by the project managers. A project manager must learn from past mistakes and bad results as a tool towards self-development. Furthermore, for a project manager’s self-development, they must look at IPMA ICB4 Eye of Competence and PMI, PMCDF that defines integrated change control processes with performance criteria. , M.Phil. (Engineering Management)
- Full Text:
Impact evaluation of mining projects : a case study of the metallurgical gold industry in the Democratic Republic of Congo
- Authors: Senga, Asifiwe Erick
- Date: 2017
- Subjects: Mineral industries - Management , Project management , Mining engineering , Gold mines and mining - Congo (Democratic Republic)
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233662 , uj:23863
- Description: M.Ing. (Engineering Management) , Abstract: Historically, gold is a valuable metal that constitutes a long term solid investment avenue. For that reason, researchers and investors refer to gold as a safe haven. Gold markets have been very unpredictable in the course of the most recent years, particularly since 2007 when the late financial crises started. Various factors such as the financial, political, and social conjunctures greatly impact the gold prices. On September 6, 2011, for the first time the price of gold went up to 1895 USD in London. In the last four years however, the price of gold has shown a downtrend mainly after 2013. The average price of gold came from USD 1, 669 in 2012 to USD 1, 160.1 last year. This drop of the price of gold on the international market has a direct impact on the Net Present Value (NPV) of the gold mining companies. This is especially true for the newly developed mining projects which have to cut down their production costs in order to optimize their benefit margins. Mining projects are capital intensive and practically irreversible endeavors with long, but often limited economic duration. Mining companies that evolve in the gold sector strive to find ways to optimize their benefit margins by cutting down their operating costs. This research paper focuses on a newly developed gold mine operating in the Democratic Republic of Congo (DRC), Twangiza Mining (TM), subsidiary of the Canadian Banro Corporation. TM started its commercial production in 2012 but its processing plant faced many hurdles to cope up with the clay ore in the Twangiza area. Initially designed to process 1.3 millions of tonnes per annum (Mtpa), after many failures to reach its yearly ore throughput as per design ore throughput, TM launched a project to optimize and expand the processing plant capacity to 1.7 Mtpa and the gold production to 110, 000 ounces (oz) per annum. Moreover, the project, named TM Optimization and Expansion Project (TMOEP) aimed to increase the plant recovery to 85-90 %. In brief, TMOEP aimed to optimize the company’s overall return on investment by cutting down its operating costs.
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- Authors: Senga, Asifiwe Erick
- Date: 2017
- Subjects: Mineral industries - Management , Project management , Mining engineering , Gold mines and mining - Congo (Democratic Republic)
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233662 , uj:23863
- Description: M.Ing. (Engineering Management) , Abstract: Historically, gold is a valuable metal that constitutes a long term solid investment avenue. For that reason, researchers and investors refer to gold as a safe haven. Gold markets have been very unpredictable in the course of the most recent years, particularly since 2007 when the late financial crises started. Various factors such as the financial, political, and social conjunctures greatly impact the gold prices. On September 6, 2011, for the first time the price of gold went up to 1895 USD in London. In the last four years however, the price of gold has shown a downtrend mainly after 2013. The average price of gold came from USD 1, 669 in 2012 to USD 1, 160.1 last year. This drop of the price of gold on the international market has a direct impact on the Net Present Value (NPV) of the gold mining companies. This is especially true for the newly developed mining projects which have to cut down their production costs in order to optimize their benefit margins. Mining projects are capital intensive and practically irreversible endeavors with long, but often limited economic duration. Mining companies that evolve in the gold sector strive to find ways to optimize their benefit margins by cutting down their operating costs. This research paper focuses on a newly developed gold mine operating in the Democratic Republic of Congo (DRC), Twangiza Mining (TM), subsidiary of the Canadian Banro Corporation. TM started its commercial production in 2012 but its processing plant faced many hurdles to cope up with the clay ore in the Twangiza area. Initially designed to process 1.3 millions of tonnes per annum (Mtpa), after many failures to reach its yearly ore throughput as per design ore throughput, TM launched a project to optimize and expand the processing plant capacity to 1.7 Mtpa and the gold production to 110, 000 ounces (oz) per annum. Moreover, the project, named TM Optimization and Expansion Project (TMOEP) aimed to increase the plant recovery to 85-90 %. In brief, TMOEP aimed to optimize the company’s overall return on investment by cutting down its operating costs.
- Full Text: