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:
An engineering management framework for information technology projects in South Africa
- Authors: Malan, Andre
- Date: 2008-06-19T10:01:48Z
- Subjects: Engineering management , Information technology , Project management
- Type: Thesis
- Identifier: uj:2974 , http://hdl.handle.net/10210/639
- Description: Globally, the art and the science of project management (PM) have contributed in no small measure to the advances in the delivery of Information Technology (IT) based solutions. In South Africa, it has been shown that IT projects are currently, generally performed in a basic, but rapidly maturing, project management environment. In order for the organization (or project environment) to mature, certain processes must first be institutionalised. These processes are identifiable by inspection of the standards that relate to PM in general (and to IT PM in particular) and by excluding the activities that relate to specific technologies and products. The remaining processes should therefore be applied to most (if not all) IT projects in SA most (if not all) of the time. These processes were identified and used to iteratively create a Project Management Framework that assists its target market in the following ways: • Simplify and facilitate project managers' access to a common set of PM processes and tools; • Promote the usage of best practices for PM for all projects, both simple and complex; • Increase the level of assured competence project managers bring to PM endeavours; • Establish a commonality of process and standardization of terminology within PM; and • Provide a common method of project progress tracking across the enterprise. The baseline version of this Framework is presented as a web tool, based on a body of research consisting of (1) the PMBOK® Guide processes, (2) some CMMISM process areas and (3) other authoritative, non-conflicting resources. The PMBOK® Guide is tailored for a sector, time and place, resulting in a unique approach to project management. This approach aims to benefit a community and open a new focus area for research within the profession. The target market for this product are those enterprises that are seeing the need for the benefits outlined above or who realise that the first step towards process improvement is a focus on project management. These range from organizations now commencing on the project management path to those who consider “management by projects” to be a strategic option for the organizational design of the company. The case study sites where the product has been implemented include banking / retail operation, a large mining company and a financial services consultancy. , Prof. L. Pretorius Prof. J.H.C. Pretorius
- Full Text:
- Authors: Malan, Andre
- Date: 2008-06-19T10:01:48Z
- Subjects: Engineering management , Information technology , Project management
- Type: Thesis
- Identifier: uj:2974 , http://hdl.handle.net/10210/639
- Description: Globally, the art and the science of project management (PM) have contributed in no small measure to the advances in the delivery of Information Technology (IT) based solutions. In South Africa, it has been shown that IT projects are currently, generally performed in a basic, but rapidly maturing, project management environment. In order for the organization (or project environment) to mature, certain processes must first be institutionalised. These processes are identifiable by inspection of the standards that relate to PM in general (and to IT PM in particular) and by excluding the activities that relate to specific technologies and products. The remaining processes should therefore be applied to most (if not all) IT projects in SA most (if not all) of the time. These processes were identified and used to iteratively create a Project Management Framework that assists its target market in the following ways: • Simplify and facilitate project managers' access to a common set of PM processes and tools; • Promote the usage of best practices for PM for all projects, both simple and complex; • Increase the level of assured competence project managers bring to PM endeavours; • Establish a commonality of process and standardization of terminology within PM; and • Provide a common method of project progress tracking across the enterprise. The baseline version of this Framework is presented as a web tool, based on a body of research consisting of (1) the PMBOK® Guide processes, (2) some CMMISM process areas and (3) other authoritative, non-conflicting resources. The PMBOK® Guide is tailored for a sector, time and place, resulting in a unique approach to project management. This approach aims to benefit a community and open a new focus area for research within the profession. The target market for this product are those enterprises that are seeing the need for the benefits outlined above or who realise that the first step towards process improvement is a focus on project management. These range from organizations now commencing on the project management path to those who consider “management by projects” to be a strategic option for the organizational design of the company. The case study sites where the product has been implemented include banking / retail operation, a large mining company and a financial services consultancy. , Prof. L. Pretorius Prof. J.H.C. Pretorius
- Full Text:
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
- 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:
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.
- Full Text:
- 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.
- Full Text:
An integrated project team strategy in the South African mining and mineral commodity industry
- Authors: De Villiers, Tielman J.
- Date: 2008-11-18T09:08:37Z
- Subjects: Project management , Teams in the workplace , Mineral industries
- Type: Thesis
- Identifier: uj:14729 , http://hdl.handle.net/10210/1733
- Description: D.Ing. , An integrated project team strategy (IPTS) does not start with a detailed list of performance measures, but with the appropriate mindset of what is in the interest of the project. The purpose of IPTS is to unite the core project participants (the 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company’s interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) is based on three core principles - a common project incentive scheme, well-defined project success criteria and project control systems and procedures that focus on the project’s needs and do not entice local optimisation. The first leg of IPTS is that all the core project participants share in a common project incentive scheme, therefore their actions are focussed on the same target because it determines the size of their bonuses and incentives. Project success criteria are the second leg and represents the common project target. However, determining priorities in a project strategy is regularly done incorrectly with negative impact, therefore the project success and failure criteria must be well defined for all three areas namely project management, product and relationship success. This is essential for measuring the project success because it forms the basis for reporting progress the project wellbeing during the implementation phase as well as the “successful” outcome at project closure Traditional project control systems and metrics, which were used to measure the progress of the project, tend to measure progress in isolation because they do not consider the overall need of the project. Local optimisation in terms of for instance tons steel erected per hour occurs because that is how managers on the project are assessed, however, that is not in the interest of the project. Although conventional project strategies do not exclude integrated team performance evaluation, all their systems and procedures are based on the performance of a single project participant or division of a participant, thereby creating the ideal breeding ground for local optimization and moves the focus away from the overall project. When looking at some of the latest business publications like that of Eliyahu M. Goldratt (“The Goal”, “It is not luck” and the “Critical Chain”[9]) it is clear that IPTS biggest advantage is to eliminate local optimization encouraged by the more conventional project controls strategies. Because the way people are measured has such a big impact on their behaviour, project control systems and metrics are the third leg of the IPTS tripod. For these reasons, IPTS is a completely new game, which relies on deep commitment to provide a broad flexible framework for doing whatever is required in the current context to ensure project success. It is not about what happened since the deal was struck, nor who is actually responsible for it, but about the success of the project because all participants will reap the benefits of a successful project. In a sense, the demand emphasis for IPTS is shifting from a purely financial to a more strategic approach. In so doing, it is prompting more and more clients and managers into systematic re-examinations of their business models’ structures, efficiency and effectiveness for factors such as local optimization. Often stereotypically conservative and with a cultural bias for control, most clients and service providers in the South African mining and mineral commodity industry have been late and reluctant to let go of their control and associated local optimisation. However, the array of challenges confronting the industry makes control for control’s sake a costly indulgence, which cannot be afforded any longer Not only does IPTS have the ability to change lose-lose relationships to win-win relationships, but most importantly it has the ability to unite all the core project participants in a single integrated project team focusing on the same goals. A number of typical IPTS cases have been developed as part of the research and are included in this thesis as guidelines for the implementation of the research results. These cases were also evaluated practically by testing it during interviews with industry practitioners.
- Full Text:
- Authors: De Villiers, Tielman J.
- Date: 2008-11-18T09:08:37Z
- Subjects: Project management , Teams in the workplace , Mineral industries
- Type: Thesis
- Identifier: uj:14729 , http://hdl.handle.net/10210/1733
- Description: D.Ing. , An integrated project team strategy (IPTS) does not start with a detailed list of performance measures, but with the appropriate mindset of what is in the interest of the project. The purpose of IPTS is to unite the core project participants (the 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company’s interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) is based on three core principles - a common project incentive scheme, well-defined project success criteria and project control systems and procedures that focus on the project’s needs and do not entice local optimisation. The first leg of IPTS is that all the core project participants share in a common project incentive scheme, therefore their actions are focussed on the same target because it determines the size of their bonuses and incentives. Project success criteria are the second leg and represents the common project target. However, determining priorities in a project strategy is regularly done incorrectly with negative impact, therefore the project success and failure criteria must be well defined for all three areas namely project management, product and relationship success. This is essential for measuring the project success because it forms the basis for reporting progress the project wellbeing during the implementation phase as well as the “successful” outcome at project closure Traditional project control systems and metrics, which were used to measure the progress of the project, tend to measure progress in isolation because they do not consider the overall need of the project. Local optimisation in terms of for instance tons steel erected per hour occurs because that is how managers on the project are assessed, however, that is not in the interest of the project. Although conventional project strategies do not exclude integrated team performance evaluation, all their systems and procedures are based on the performance of a single project participant or division of a participant, thereby creating the ideal breeding ground for local optimization and moves the focus away from the overall project. When looking at some of the latest business publications like that of Eliyahu M. Goldratt (“The Goal”, “It is not luck” and the “Critical Chain”[9]) it is clear that IPTS biggest advantage is to eliminate local optimization encouraged by the more conventional project controls strategies. Because the way people are measured has such a big impact on their behaviour, project control systems and metrics are the third leg of the IPTS tripod. For these reasons, IPTS is a completely new game, which relies on deep commitment to provide a broad flexible framework for doing whatever is required in the current context to ensure project success. It is not about what happened since the deal was struck, nor who is actually responsible for it, but about the success of the project because all participants will reap the benefits of a successful project. In a sense, the demand emphasis for IPTS is shifting from a purely financial to a more strategic approach. In so doing, it is prompting more and more clients and managers into systematic re-examinations of their business models’ structures, efficiency and effectiveness for factors such as local optimization. Often stereotypically conservative and with a cultural bias for control, most clients and service providers in the South African mining and mineral commodity industry have been late and reluctant to let go of their control and associated local optimisation. However, the array of challenges confronting the industry makes control for control’s sake a costly indulgence, which cannot be afforded any longer Not only does IPTS have the ability to change lose-lose relationships to win-win relationships, but most importantly it has the ability to unite all the core project participants in a single integrated project team focusing on the same goals. A number of typical IPTS cases have been developed as part of the research and are included in this thesis as guidelines for the implementation of the research results. These cases were also evaluated practically by testing it during interviews with industry practitioners.
- Full Text:
An analysis of the maturity of project management as a discipline
- Labuschagne, Les, Marnewick, Carl
- Authors: Labuschagne, Les , Marnewick, Carl
- Date: 2009
- Subjects: Project management
- Type: Article
- Identifier: uj:6197 , ISBN 978-1-920017-43-9 , http://hdl.handle.net/10210/5277
- Description: Project management (PM) is a career that annually attracts many people, despite not providing project managers with the same professional status as a medical doctor or chartered accountant. These disciplines are globally recognised as being mature and professional. The purpose of this article is to investigate and analyse the maturity of the PM discipline. Many organisations invest resources in PM, believing that it can be used to complete all new initiatives successfully. Several surveys have shown that many projects still fail to deliver the expected results. In order to understand the reason for projects still failing, the maturity ofthe discipline needs to be investigated. The article follows a qualitative research approach and uses a literature survey to determine what constitutes a mature discipline. Using the fmdings of this survey, an analysis is done ofPM as a discipline. The result is an objective, independent assessment of the maturity of PM and an indication ofwhether it can be considered a profession. The benefit of this article is that it provides evidence on the maturity ofthe PM discipline. It also highlights the areas that must be focused on, from a PM perspective, to ensure that PM evolves into a more mature and professional discipline.
- Full Text:
- Authors: Labuschagne, Les , Marnewick, Carl
- Date: 2009
- Subjects: Project management
- Type: Article
- Identifier: uj:6197 , ISBN 978-1-920017-43-9 , http://hdl.handle.net/10210/5277
- Description: Project management (PM) is a career that annually attracts many people, despite not providing project managers with the same professional status as a medical doctor or chartered accountant. These disciplines are globally recognised as being mature and professional. The purpose of this article is to investigate and analyse the maturity of the PM discipline. Many organisations invest resources in PM, believing that it can be used to complete all new initiatives successfully. Several surveys have shown that many projects still fail to deliver the expected results. In order to understand the reason for projects still failing, the maturity ofthe discipline needs to be investigated. The article follows a qualitative research approach and uses a literature survey to determine what constitutes a mature discipline. Using the fmdings of this survey, an analysis is done ofPM as a discipline. The result is an objective, independent assessment of the maturity of PM and an indication ofwhether it can be considered a profession. The benefit of this article is that it provides evidence on the maturity ofthe PM discipline. It also highlights the areas that must be focused on, from a PM perspective, to ensure that PM evolves into a more mature and professional discipline.
- Full Text:
Towards improved project and product management in a software environment
- Authors: Malan, Andre
- Date: 2009-02-26T12:20:52Z
- Subjects: New products , Project management , Computer software development
- Type: Thesis
- Identifier: uj:8166 , http://hdl.handle.net/10210/2171
- Description: M.Ing. , The competitive world of commercial software development exacts unremitting regeneration, innovation and adjustment from each and every company that chooses to perform this function. The said regeneration, innovation and adjustment could result either from the proactive decisions of a company, or from its reaction to certain changes, such as changes in the market place and changes in available technologies. Should the business model fundamental to the software development of a company, however, fail to be adjusted for technological innovation (for example, object-orientated development), the chances of such innovations culminating in actual improvements in productivity are, however, greatly diminished. The principal aim of the present research study is to investigate the project-management and product-development processes within a specific organization selected as a case study, and, if possible, to propose improvements to these processes. Rubico, the selected company, has decided on account of observed marketing opportunities to focus on the development of software components and patterns for the financial-services sector. In order to realise the said focus, some of the current and envisaged activities of the company, for example, marketing and project delivery, have been outsourced to third parties. The Rubico Products Company (hereafter called Products) and Rubico Delivery Services (hereafter called Delivery Services) utilise a formalised methodology of interaction in order to find software solutions for their clients. Products is responsible for developing software components and software solutions, whilst Delivery Services specifies the said components and solutions with the client, in addition to reselling them to other clients. Products has entrusted the management of software products and patterns to product architects, whilst Delivery Services have employed project managers to manage the delivery of the said products and patterns. The golden thread that ties together the activities and roles of these two divisions is the product-delivery methodology to which both divisions subscribe. Proposals for the improvement of project management and product architecture are made not only in terms of a new definition for and in terms of the execution of the said processes, but also in terms of the responsibilities implied by these two roles. The present dissertation, however, contains merely the author’s opinions and conclusions in this connection, and does not necessarily reflect the vision and opinions of Rubico Company.
- Full Text:
- Authors: Malan, Andre
- Date: 2009-02-26T12:20:52Z
- Subjects: New products , Project management , Computer software development
- Type: Thesis
- Identifier: uj:8166 , http://hdl.handle.net/10210/2171
- Description: M.Ing. , The competitive world of commercial software development exacts unremitting regeneration, innovation and adjustment from each and every company that chooses to perform this function. The said regeneration, innovation and adjustment could result either from the proactive decisions of a company, or from its reaction to certain changes, such as changes in the market place and changes in available technologies. Should the business model fundamental to the software development of a company, however, fail to be adjusted for technological innovation (for example, object-orientated development), the chances of such innovations culminating in actual improvements in productivity are, however, greatly diminished. The principal aim of the present research study is to investigate the project-management and product-development processes within a specific organization selected as a case study, and, if possible, to propose improvements to these processes. Rubico, the selected company, has decided on account of observed marketing opportunities to focus on the development of software components and patterns for the financial-services sector. In order to realise the said focus, some of the current and envisaged activities of the company, for example, marketing and project delivery, have been outsourced to third parties. The Rubico Products Company (hereafter called Products) and Rubico Delivery Services (hereafter called Delivery Services) utilise a formalised methodology of interaction in order to find software solutions for their clients. Products is responsible for developing software components and software solutions, whilst Delivery Services specifies the said components and solutions with the client, in addition to reselling them to other clients. Products has entrusted the management of software products and patterns to product architects, whilst Delivery Services have employed project managers to manage the delivery of the said products and patterns. The golden thread that ties together the activities and roles of these two divisions is the product-delivery methodology to which both divisions subscribe. Proposals for the improvement of project management and product architecture are made not only in terms of a new definition for and in terms of the execution of the said processes, but also in terms of the responsibilities implied by these two roles. The present dissertation, however, contains merely the author’s opinions and conclusions in this connection, and does not necessarily reflect the vision and opinions of Rubico Company.
- Full Text:
Aspects of engineering project failure: a managerial approach
- Authors: Pretorius, Yolandi
- Date: 2009-02-26T12:22:11Z
- Subjects: Project management , Building failures
- Type: Thesis
- Identifier: uj:8176 , http://hdl.handle.net/10210/2180
- Description: M.Ing. , It is of cardinal importance to accept that failure is a fundamental part of every day life. The difference is however, that one does not only need to learn from ones own failures, but also from others’ failures. This is similar to the situation of not working harder, but working smarter. There are several factors within the project environment that can cause a project to fail, but once these factors have been identified the project manager can implement “preventive maintenance” to ensure that these factors do not affect the project. Further investigations on a recently failed project and questionnaires set-up by the author confirm the factors contributing to project failure as discussed in the literature case study. One way to manage these factors is by means of proper project management and risk management, which is a sub-set of project management. This dissertation highlights certain problem areas that can hinder project success and provides recommendations to achieve project success.
- Full Text:
- Authors: Pretorius, Yolandi
- Date: 2009-02-26T12:22:11Z
- Subjects: Project management , Building failures
- Type: Thesis
- Identifier: uj:8176 , http://hdl.handle.net/10210/2180
- Description: M.Ing. , It is of cardinal importance to accept that failure is a fundamental part of every day life. The difference is however, that one does not only need to learn from ones own failures, but also from others’ failures. This is similar to the situation of not working harder, but working smarter. There are several factors within the project environment that can cause a project to fail, but once these factors have been identified the project manager can implement “preventive maintenance” to ensure that these factors do not affect the project. Further investigations on a recently failed project and questionnaires set-up by the author confirm the factors contributing to project failure as discussed in the literature case study. One way to manage these factors is by means of proper project management and risk management, which is a sub-set of project management. This dissertation highlights certain problem areas that can hinder project success and provides recommendations to achieve project success.
- Full Text:
Lost amidst lots of little lights… OR led towards the light?
- Authors: Janse van Vuuren, Franci
- Date: 2010-07-19T10:41:56Z
- Subjects: CenTAL Lustrum Symposium , Project management , Technology-assisted learning , Learning environment
- Type: Presentation
- Identifier: uj:5406 , http://hdl.handle.net/10210/3351
- Description: Presentation at the CenTAL Lustrum Symposium, May 2008, on project management within a technology-assisted learning environment.
- Full Text:
- Authors: Janse van Vuuren, Franci
- Date: 2010-07-19T10:41:56Z
- Subjects: CenTAL Lustrum Symposium , Project management , Technology-assisted learning , Learning environment
- Type: Presentation
- Identifier: uj:5406 , http://hdl.handle.net/10210/3351
- Description: Presentation at the CenTAL Lustrum Symposium, May 2008, on project management within a technology-assisted learning environment.
- Full Text:
Managing the multitudes: making sense within the plethora of integrated flexible learning environments
- Janse van Vuuren, Franci, Axmann, Mandi
- Authors: Janse van Vuuren, Franci , Axmann, Mandi
- Date: 2010-07-19T12:14:37Z
- Subjects: Project management , Technology-assisted learning , Educause Australasia 2009 , Open Universities Australia , University of Johannesburg
- Type: Presentation
- Identifier: uj:5407 , http://hdl.handle.net/10210/3352
- Description: The project management role is becoming more prominent in today’s flexible learning design context. Project managers from an educational background can therefore neither afford to follow a camera-shy, behind-the-scenes management style, nor to be ill-prepared for tasks such as identifying project goals, managing work and task sequences, budgeting, assessing risks and ensuring quality. This paper will explore the generic roles and tasks of the project manager, as applied to the context of integrated flexible learning environments within an adapted ADDIE model. Both authors are employed as project managers within this environment at their current institutions, and will draw and reflect on their current practices, also comparing notes within their different organisational contexts.
- Full Text:
- Authors: Janse van Vuuren, Franci , Axmann, Mandi
- Date: 2010-07-19T12:14:37Z
- Subjects: Project management , Technology-assisted learning , Educause Australasia 2009 , Open Universities Australia , University of Johannesburg
- Type: Presentation
- Identifier: uj:5407 , http://hdl.handle.net/10210/3352
- Description: The project management role is becoming more prominent in today’s flexible learning design context. Project managers from an educational background can therefore neither afford to follow a camera-shy, behind-the-scenes management style, nor to be ill-prepared for tasks such as identifying project goals, managing work and task sequences, budgeting, assessing risks and ensuring quality. This paper will explore the generic roles and tasks of the project manager, as applied to the context of integrated flexible learning environments within an adapted ADDIE model. Both authors are employed as project managers within this environment at their current institutions, and will draw and reflect on their current practices, also comparing notes within their different organisational contexts.
- Full Text:
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:
Herzberg! Can we trust you in Africa?
- Authors: Marnewick, Carl
- Date: 2011-02
- Subjects: Information technology , Project management , Motivation , Herzberg’s two-factor theory
- Type: Article
- Identifier: uj:5824 , ISSN 1993-8233 , http://hdl.handle.net/10210/7841
- Description: Information technology (IT) projects are implemented through individual team members. These projects are fairly long in duration, especially enterprise resource planning projects. The problem that IT project managers face is how to motivate the team members, particularly in an African context where a team consists of various cultures and races. This paper presents results of a quantitative research study in which team members were asked to rank their motivating factors on a scale of 1 to 12 based on Herzberg’s two-factor theory. The reason for using this theory is that, it was found to still be applicable after 50 years of its establishment. The purpose was to determine whether Herzberg’s two-factor theory is applicable in an African context and if so, what unique factors could motivate IT team members in Africa. The research indicates that race, age and gender are not indicators and that there is a general tendency that the motivating factors of Herzberg can be used to motivate team members. The implication is that IT project managers can use Herzberg’s two-factor theory to motivate individual team members. The research also adds to the current body of knowledge that Africans are not motivated by hygiene factors.
- Full Text:
- Authors: Marnewick, Carl
- Date: 2011-02
- Subjects: Information technology , Project management , Motivation , Herzberg’s two-factor theory
- Type: Article
- Identifier: uj:5824 , ISSN 1993-8233 , http://hdl.handle.net/10210/7841
- Description: Information technology (IT) projects are implemented through individual team members. These projects are fairly long in duration, especially enterprise resource planning projects. The problem that IT project managers face is how to motivate the team members, particularly in an African context where a team consists of various cultures and races. This paper presents results of a quantitative research study in which team members were asked to rank their motivating factors on a scale of 1 to 12 based on Herzberg’s two-factor theory. The reason for using this theory is that, it was found to still be applicable after 50 years of its establishment. The purpose was to determine whether Herzberg’s two-factor theory is applicable in an African context and if so, what unique factors could motivate IT team members in Africa. The research indicates that race, age and gender are not indicators and that there is a general tendency that the motivating factors of Herzberg can be used to motivate team members. The implication is that IT project managers can use Herzberg’s two-factor theory to motivate individual team members. The research also adds to the current body of knowledge that Africans are not motivated by hygiene factors.
- Full Text:
Promoting project reviews as a best practice in multinational organisations
- Authors: Maluleke, Mmatseleng
- Date: 2011-09-15T08:02:32Z
- Subjects: Information technology , Project management , Multinational organisations , International business enterprises
- Type: Thesis
- Identifier: uj:7214 , http://hdl.handle.net/10210/3848
- Description: M.Tech. , Many organisations rely on Information Technology (IT) projects to react to competitive pressure and innovation. IT projects are divers and they may include installing off-the-shelf hardware to developing software to basic technologies that provide information to support the operations, management, decisions-making functions within the organisation. In the past years, there had been an increasing number of Multinational Organisations (MNOs) working on IT projects together to create mergers and grow business in foreign countries. While IT projects are being undertaken, Multinational Project Teams are faced with challenges and among their challenges project reviews is one of them. Project reviews are an essential process of learning new things and capturing what had been learned in the current phase/project in order for future phases/projects to benefit. Moreover it is a stage where project teams assess if they had met their key deliverables and project performance. A related study was conducted on project reviews and the results revealed that 4 out of 5 organisations did not conduct post-project reviews. However, if they did conduct project reviews, there were no guidelines on how to do it. The aim of the study was to ascertain a set of guidelines that are used by MNOs to conduct project reviews and share lessons learned and experiences gathered during and after an IT projects for future usage. The significance of this study was to highlight the importance of guidelines for conducting project reviews in order for project teams to learn from the project. The findings can be utilised in building guidelines that MNOs can use to conduct project reviews and to integrate lessons learned back into the organisation. The scope of the research was limited to an MNO with headquarters in the Netherlands and subsidiaries in China and South Africa. The study was carried out using qualitative research approach through interviews, observation and gathering of documentation. Using Atlas.ti which is a ii CAQDAS, data was analysed to compare and contrast similarities by using categories. The categories constructed offered the integrative interpretation of what was learned. From the individual and focus group interviews 5 main categories were elicited: project review meetings, intervals of conducting project reviews, lessons learned, knowledge sharing, and information extracted from project reviews. Based on the results it was evident that the MNO in question requires a set of guidelines on how to conduct project reviews. Moreover, there was no formal mechanism used to integrate lessons learned back into the organisation. A Generic Model for when project reviews should be conducted was developed using various models and guidelines that are used by other organisations and this model could be utilised by MNOs. For each project phase as illustrated on the Generic Model, there are project review guidelines on what to measure during the phase review. This research contributes to the growing literature on the organisational processes and mechanisms for project reviews and lessons learned.
- Full Text:
- Authors: Maluleke, Mmatseleng
- Date: 2011-09-15T08:02:32Z
- Subjects: Information technology , Project management , Multinational organisations , International business enterprises
- Type: Thesis
- Identifier: uj:7214 , http://hdl.handle.net/10210/3848
- Description: M.Tech. , Many organisations rely on Information Technology (IT) projects to react to competitive pressure and innovation. IT projects are divers and they may include installing off-the-shelf hardware to developing software to basic technologies that provide information to support the operations, management, decisions-making functions within the organisation. In the past years, there had been an increasing number of Multinational Organisations (MNOs) working on IT projects together to create mergers and grow business in foreign countries. While IT projects are being undertaken, Multinational Project Teams are faced with challenges and among their challenges project reviews is one of them. Project reviews are an essential process of learning new things and capturing what had been learned in the current phase/project in order for future phases/projects to benefit. Moreover it is a stage where project teams assess if they had met their key deliverables and project performance. A related study was conducted on project reviews and the results revealed that 4 out of 5 organisations did not conduct post-project reviews. However, if they did conduct project reviews, there were no guidelines on how to do it. The aim of the study was to ascertain a set of guidelines that are used by MNOs to conduct project reviews and share lessons learned and experiences gathered during and after an IT projects for future usage. The significance of this study was to highlight the importance of guidelines for conducting project reviews in order for project teams to learn from the project. The findings can be utilised in building guidelines that MNOs can use to conduct project reviews and to integrate lessons learned back into the organisation. The scope of the research was limited to an MNO with headquarters in the Netherlands and subsidiaries in China and South Africa. The study was carried out using qualitative research approach through interviews, observation and gathering of documentation. Using Atlas.ti which is a ii CAQDAS, data was analysed to compare and contrast similarities by using categories. The categories constructed offered the integrative interpretation of what was learned. From the individual and focus group interviews 5 main categories were elicited: project review meetings, intervals of conducting project reviews, lessons learned, knowledge sharing, and information extracted from project reviews. Based on the results it was evident that the MNO in question requires a set of guidelines on how to conduct project reviews. Moreover, there was no formal mechanism used to integrate lessons learned back into the organisation. A Generic Model for when project reviews should be conducted was developed using various models and guidelines that are used by other organisations and this model could be utilised by MNOs. For each project phase as illustrated on the Generic Model, there are project review guidelines on what to measure during the phase review. This research contributes to the growing literature on the organisational processes and mechanisms for project reviews and lessons learned.
- Full Text:
Ensuring succesful ERP implementations using the vision-to-project framework
- Authors: Marnewick, Carl
- Date: 2011-09-15T08:16:55Z
- Subjects: Enterprise resource planning systems , Management information systems , Business planning , Project management
- Type: Thesis
- Identifier: uj:7219 , http://hdl.handle.net/10210/3852
- Description: PhD. (Computer Science) , Enterprise resource planning (ERP) systems are implemented within organisations to enable them to work more efficiently and enhance productivity. They also ensure that different levels of information are available to managers within the organisation for strategic and tactical decision-making. The implementation of ERP systems is often associated with great costs, they are resource intensive and cover the whole organisation. The implementation of ERP systems is perceived as a project that often fails owing to overrun on cost and time. The return on investment (ROI) is also often questioned once an ERP system has been implemented, since the organisation does not always see the benefits of the ERP system versus the effort and cost of implementing it. The purpose of this thesis is twofold: firstly it determines what an ERP system is and whether it can be subdivided into different components. The focus of this section is on the operational side of an ERP system to determine how it is managed and operated within an organisation. The second focus is on the way that ERP systems are implemented and the management that goes hand in hand with this implementation. The first focus area is addressed by developing a model that explains ERP and the different components within it. It describes the interactions between the different components and how the ERP system affects the organisation. This model provides a better understanding of an ERP system and shows the technology to be mature. The second focus area is addressed by a framework that assists organisations in deriving projects from the organisational vision. This ensures that the implementation of an ERP system will directly support the organisation’s vision and strategies. This addresses the issue of determining the value of the ERP system as well as ROI. The framework also provides alternative ways and methods that can be used to implement ERP systems. The value of this research is firstly that it provides a holistic model of what constitutes an ERP system and its effect on the organisation. ERP systems change not only the financial systems, but also the way the organisation operates. They introduce organisational change. The value of the framework is that it can assist organisations in identifying and implementing projects that will enable the implementation of the organisation’s vision and strategies. This will eliminate any favoured projects that are not in support of the organisation’s vision and can save the organisation’s scarce resources that would have been wasted on these projects. The framework can also assist organisations in determining if they must implement an ERP system and what value this implementation will have for the organisation.
- Full Text:
- Authors: Marnewick, Carl
- Date: 2011-09-15T08:16:55Z
- Subjects: Enterprise resource planning systems , Management information systems , Business planning , Project management
- Type: Thesis
- Identifier: uj:7219 , http://hdl.handle.net/10210/3852
- Description: PhD. (Computer Science) , Enterprise resource planning (ERP) systems are implemented within organisations to enable them to work more efficiently and enhance productivity. They also ensure that different levels of information are available to managers within the organisation for strategic and tactical decision-making. The implementation of ERP systems is often associated with great costs, they are resource intensive and cover the whole organisation. The implementation of ERP systems is perceived as a project that often fails owing to overrun on cost and time. The return on investment (ROI) is also often questioned once an ERP system has been implemented, since the organisation does not always see the benefits of the ERP system versus the effort and cost of implementing it. The purpose of this thesis is twofold: firstly it determines what an ERP system is and whether it can be subdivided into different components. The focus of this section is on the operational side of an ERP system to determine how it is managed and operated within an organisation. The second focus is on the way that ERP systems are implemented and the management that goes hand in hand with this implementation. The first focus area is addressed by developing a model that explains ERP and the different components within it. It describes the interactions between the different components and how the ERP system affects the organisation. This model provides a better understanding of an ERP system and shows the technology to be mature. The second focus area is addressed by a framework that assists organisations in deriving projects from the organisational vision. This ensures that the implementation of an ERP system will directly support the organisation’s vision and strategies. This addresses the issue of determining the value of the ERP system as well as ROI. The framework also provides alternative ways and methods that can be used to implement ERP systems. The value of this research is firstly that it provides a holistic model of what constitutes an ERP system and its effect on the organisation. ERP systems change not only the financial systems, but also the way the organisation operates. They introduce organisational change. The value of the framework is that it can assist organisations in identifying and implementing projects that will enable the implementation of the organisation’s vision and strategies. This will eliminate any favoured projects that are not in support of the organisation’s vision and can save the organisation’s scarce resources that would have been wasted on these projects. The framework can also assist organisations in determining if they must implement an ERP system and what value this implementation will have for the organisation.
- Full Text:
Maturity of project scope management in MTN South Africa: a gap analysis leading to a roadmap for excellence
- Loh, Ned
- Authors: Loh, Ned
- Date: 2011-10-03T07:25:21Z
- Subjects: MTN SA , Project management
- Type: Thesis
- Identifier: uj:7220 , http://hdl.handle.net/10210/3858
- Description: M.Tech. , In the volatile telecommunication industry, innovation is the key to success. Mobile Telephone Network South Africa (MTN SA) needs to launch new products and services consistently to stay on the competitive edge. Consequently, effective project management becomes the key to gaining the competitive advantage by turning new product or service concepts into reality. According to Nokes and Kelly (2007:153–156), there is a high correlation between project success and effective project scope management. The effectiveness of project scope management can drastically affect the success of projects, as changes to the project scope may severely affect the project value creation, timeline, quality and cost. Accordingly, high project scope management maturity would contribute tremendously to the effectiveness of project management. The purpose of this present research is to define a roadmap to guide MTN’s Business Optimisation (BO) department to project scope management excellence. To meet this aim, the researcher utilises the concept of a Project Management Maturity Model (PMMM), as a guideline for the creation of a project scope management maturity model. The created project scope management maturity model is then utilised to provide an effective means to measure MTN SA’s project scope management maturity and identify the gaps prohibiting MTN SA from project scope excellence (Kerzner, 2004:193). Based on the literature review on the elements of project scope excellence, this paper suggests that there is a general misunderstanding regarding the definition of maturity. Many believe that process rigorousness indicates maturity, and have forgotten the criticality of the organisational culture that fosters an environment for project scope excellence and the effective use of the project scope process. iii This research offers a comparative study on the most popular and effective maturity models in the market, to identify the models that truly contribute to project scope management success and excellence. Finally, the research tailors the models to a project scope management focused maturity model, to assess MTN SA’s project scope management maturity from all aspects, and proposes a roadmap toward project scope management excellence.
- Full Text:
- Authors: Loh, Ned
- Date: 2011-10-03T07:25:21Z
- Subjects: MTN SA , Project management
- Type: Thesis
- Identifier: uj:7220 , http://hdl.handle.net/10210/3858
- Description: M.Tech. , In the volatile telecommunication industry, innovation is the key to success. Mobile Telephone Network South Africa (MTN SA) needs to launch new products and services consistently to stay on the competitive edge. Consequently, effective project management becomes the key to gaining the competitive advantage by turning new product or service concepts into reality. According to Nokes and Kelly (2007:153–156), there is a high correlation between project success and effective project scope management. The effectiveness of project scope management can drastically affect the success of projects, as changes to the project scope may severely affect the project value creation, timeline, quality and cost. Accordingly, high project scope management maturity would contribute tremendously to the effectiveness of project management. The purpose of this present research is to define a roadmap to guide MTN’s Business Optimisation (BO) department to project scope management excellence. To meet this aim, the researcher utilises the concept of a Project Management Maturity Model (PMMM), as a guideline for the creation of a project scope management maturity model. The created project scope management maturity model is then utilised to provide an effective means to measure MTN SA’s project scope management maturity and identify the gaps prohibiting MTN SA from project scope excellence (Kerzner, 2004:193). Based on the literature review on the elements of project scope excellence, this paper suggests that there is a general misunderstanding regarding the definition of maturity. Many believe that process rigorousness indicates maturity, and have forgotten the criticality of the organisational culture that fosters an environment for project scope excellence and the effective use of the project scope process. iii This research offers a comparative study on the most popular and effective maturity models in the market, to identify the models that truly contribute to project scope management success and excellence. Finally, the research tailors the models to a project scope management focused maturity model, to assess MTN SA’s project scope management maturity from all aspects, and proposes a roadmap toward project scope management excellence.
- 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.
- 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:
Controlling risk in a town house development : a case study
- Authors: Gordon-Watt, Matthew
- Date: 2011-12-06
- Subjects: Loss control , Risk management , Risk assessment , Project management , Housing development , Real estate development
- Type: Thesis
- Identifier: uj:1857 , http://hdl.handle.net/10210/4214
- Description: M.Ing. , As the title of the dissertation implies, 'control' and 'risk' are the core issues regarding the dissertation. The approach by which a property development company manages these two issues are the focal points. The primary research objective was to draw conclusions from feedback obtained via a property developer and compare the findings to its literature counterpart. Expanding on the primary objective one aimed to determine commonalties and differences (case study and literature) and derive logical explanations for those differences. The second research objective was a by-product from the first. That being if the property developer is controlling his risk in the best manner possible given the inherent restrictions, in other words is the system efficient. It was evident that control measures and ways to identify and manage risk were put in place by the developer. Most of the literature theory corresponds with that of the property developer. Elements of risk were noted via analysis of the results. One way of increasing the efficiency of the system would be to increase the focus/resources in the evaluation/planning phase. In turn by improving the control mechanisms it may be possible to improve the systems efficiency. Risk can not be eliminated in its entirety - it is part and parcel of any business, particularly that of property development. Risk and control are therefore critical elements in any business. Understanding the core issues surrounding those elements can only prove beneficial to a company's success. Furthermore, the dissertation raised important issues that may be addressed in future research. Issues that may be followed up on in future research include and are not limited to the following: • Analysis of control and risk management' methods on a broader scale, in terms of a larger survey population. • Investigate and analyze the efficiency of a property development company/companies. • Expand on various risk issues: - return on investment, the market, project site, the project, the process, the organization and contingency. • Expand on various control measures: - tools (charts, schedules etc.), communication.
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- Authors: Gordon-Watt, Matthew
- Date: 2011-12-06
- Subjects: Loss control , Risk management , Risk assessment , Project management , Housing development , Real estate development
- Type: Thesis
- Identifier: uj:1857 , http://hdl.handle.net/10210/4214
- Description: M.Ing. , As the title of the dissertation implies, 'control' and 'risk' are the core issues regarding the dissertation. The approach by which a property development company manages these two issues are the focal points. The primary research objective was to draw conclusions from feedback obtained via a property developer and compare the findings to its literature counterpart. Expanding on the primary objective one aimed to determine commonalties and differences (case study and literature) and derive logical explanations for those differences. The second research objective was a by-product from the first. That being if the property developer is controlling his risk in the best manner possible given the inherent restrictions, in other words is the system efficient. It was evident that control measures and ways to identify and manage risk were put in place by the developer. Most of the literature theory corresponds with that of the property developer. Elements of risk were noted via analysis of the results. One way of increasing the efficiency of the system would be to increase the focus/resources in the evaluation/planning phase. In turn by improving the control mechanisms it may be possible to improve the systems efficiency. Risk can not be eliminated in its entirety - it is part and parcel of any business, particularly that of property development. Risk and control are therefore critical elements in any business. Understanding the core issues surrounding those elements can only prove beneficial to a company's success. Furthermore, the dissertation raised important issues that may be addressed in future research. Issues that may be followed up on in future research include and are not limited to the following: • Analysis of control and risk management' methods on a broader scale, in terms of a larger survey population. • Investigate and analyze the efficiency of a property development company/companies. • Expand on various risk issues: - return on investment, the market, project site, the project, the process, the organization and contingency. • Expand on various control measures: - tools (charts, schedules etc.), communication.
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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).
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