A framework for managing interface and change control in a multi-discipline project environment
- Authors: Feuth, Johan
- Date: 2018
- Subjects: Project managers , Project management , Organizational change , Creative ability in business
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269286 , uj:28606
- Description: M.Phil. (Engineering Management) , Abstract: Design, engineering and construction projects are inherently complex by nature, let alone when multiple disciplines and organisations are involved. The rapid development of technology, size of projects and speed to market are all factors to consider to remain competitive, efficient and profitable in a global market. Engineering managers are finding it increasingly more important to be equipped with additional administrative and commercial skills to adapt to continuously changing environments. Organisations are forced to be innovative and creative by developing effective management and planning strategies with sound decision making processes. All stakeholders are required to pay more attention to the difficulties and problems experienced with interfacing and change control than ever before. This study presents the problems experienced with interface and change control management and the benefits of implementing effective interface and change control processes. Interface and change control management frameworks are proposed to mitigate the impact of problems by encouraging meaningful communication between all stakeholders to focus on the objectives to complete projects successfully within time, budget and to performance requirements.
- Full Text:
- Authors: Feuth, Johan
- Date: 2018
- Subjects: Project managers , Project management , Organizational change , Creative ability in business
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269286 , uj:28606
- Description: M.Phil. (Engineering Management) , Abstract: Design, engineering and construction projects are inherently complex by nature, let alone when multiple disciplines and organisations are involved. The rapid development of technology, size of projects and speed to market are all factors to consider to remain competitive, efficient and profitable in a global market. Engineering managers are finding it increasingly more important to be equipped with additional administrative and commercial skills to adapt to continuously changing environments. Organisations are forced to be innovative and creative by developing effective management and planning strategies with sound decision making processes. All stakeholders are required to pay more attention to the difficulties and problems experienced with interfacing and change control than ever before. This study presents the problems experienced with interface and change control management and the benefits of implementing effective interface and change control processes. Interface and change control management frameworks are proposed to mitigate the impact of problems by encouraging meaningful communication between all stakeholders to focus on the objectives to complete projects successfully within time, budget and to performance requirements.
- Full Text:
Investigating the effects of replacing the project manager during project execution
- Authors: Dubber, Robert James
- Date: 2015
- Subjects: Project managers , Project managers - Evaluation , Business planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/${Handle} , uj:19167
- Description: Abstract: Please refer to full text to view abstract , M.Ing. (Engineering Management)
- Full Text:
- Authors: Dubber, Robert James
- Date: 2015
- Subjects: Project managers , Project managers - Evaluation , Business planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/${Handle} , uj:19167
- Description: Abstract: Please refer to full text to view abstract , M.Ing. (Engineering Management)
- Full Text:
The competency level of project managers within an organization : individual and managers' perspective
- Authors: Nkgoeng, R.M.
- Date: 2016
- Subjects: Project managers , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233793 , uj:23878
- Description: Abstract: Please refer to full text to view abstract , M.Phil. (Engineering Management)
- Full Text:
- Authors: Nkgoeng, R.M.
- Date: 2016
- Subjects: Project managers , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233793 , uj:23878
- Description: Abstract: Please refer to full text to view abstract , M.Phil. (Engineering Management)
- Full Text:
The roles of functional and project managers in matrix organizations in the private sector
- Authors: Kishore, Nishaan
- Date: 2018
- Subjects: Project managers , Matrix organization
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/393599 , uj:32571
- Description: Abstract: Capital intensive organizations around the world have been facing significant pressure due to budget constraints. The success of capital expenditure projects is significantly influenced by good project management including project management structure. This paper is on how the roles of functional and project managers can positively influence project performance in a matrix structure. A case study was conducted in a Technology organization which have restructured their software department from a top-down reporting structure to a Matrix Structure (dual management system). The Functional managers who were inherited from the previous structure questioned their role in the matrix structure and needed to understand their new role and if they were being effective. The managers and team operating in the matrix structure had to change their mindsets to allow the co-existents of two managers working together to implement projects which have uncertain complex requirements (agile mentality). Using Project Management standards (ISO21500 (ISO, 2012) and GAPPS (GAPPS, 2003)), the measure of the effectiveness of the roles of both Functional and Project Managers was achieved. This article identified gaps in the current roles of the managers and in the matrix structure itself. The focus of the research was to identify the factors that were negatively influenced by the project structure such as quality of the projects, level of risk engaged and return on investment from the projects delivered. The retention of top employees is the responsibility of the functional managers and it was found that the software team had haemorrhaged top employees at a rate of 9.56 percent through resignations in the last year. The projects delivered by the team did not meet the company’s objectives of 100 percent deliverables on projects and achieved only 94.17 percent. The change management process was not handled well in the matrix structure and resulted in the organization sacrificing time and quality. The better use of Project Management standards and practices will allow the organization to improve their project deliverables in respect to quality, time, cost management and value (customer satisfaction). The managers must seek to achieve a balanced matrix by adequately communicating with each other and have ground rules to reduce conflict in the project structure. , M.Ing. (Engineering Management)
- Full Text:
- Authors: Kishore, Nishaan
- Date: 2018
- Subjects: Project managers , Matrix organization
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/393599 , uj:32571
- Description: Abstract: Capital intensive organizations around the world have been facing significant pressure due to budget constraints. The success of capital expenditure projects is significantly influenced by good project management including project management structure. This paper is on how the roles of functional and project managers can positively influence project performance in a matrix structure. A case study was conducted in a Technology organization which have restructured their software department from a top-down reporting structure to a Matrix Structure (dual management system). The Functional managers who were inherited from the previous structure questioned their role in the matrix structure and needed to understand their new role and if they were being effective. The managers and team operating in the matrix structure had to change their mindsets to allow the co-existents of two managers working together to implement projects which have uncertain complex requirements (agile mentality). Using Project Management standards (ISO21500 (ISO, 2012) and GAPPS (GAPPS, 2003)), the measure of the effectiveness of the roles of both Functional and Project Managers was achieved. This article identified gaps in the current roles of the managers and in the matrix structure itself. The focus of the research was to identify the factors that were negatively influenced by the project structure such as quality of the projects, level of risk engaged and return on investment from the projects delivered. The retention of top employees is the responsibility of the functional managers and it was found that the software team had haemorrhaged top employees at a rate of 9.56 percent through resignations in the last year. The projects delivered by the team did not meet the company’s objectives of 100 percent deliverables on projects and achieved only 94.17 percent. The change management process was not handled well in the matrix structure and resulted in the organization sacrificing time and quality. The better use of Project Management standards and practices will allow the organization to improve their project deliverables in respect to quality, time, cost management and value (customer satisfaction). The managers must seek to achieve a balanced matrix by adequately communicating with each other and have ground rules to reduce conflict in the project structure. , M.Ing. (Engineering Management)
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