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A framework for managing interface and change control in a multi-discipline project environment

- Feuth, Johan

  • 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.
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Challenges affecting leadership development in the construction industry

- Liphadzi, Murendeni, Aigbavboa, Clinton, Osunsanmi, Temidayo, Thwala, Wellington Didibhuku

Investigating the effects of replacing the project manager during project execution

- Dubber, Robert James

Managing scope change within fast track project teams

- Dookran, Varsha Rajendra

  • Authors: Dookran, Varsha Rajendra
  • Date: 2012-08-01
  • Subjects: Project management , Business planning , Project managers - Attitudes , Project managers
  • Type: Mini-Dissertation
  • Identifier: uj:8916 , http://hdl.handle.net/10210/5387
  • Description: M.Ing. , The structured approach of executing a project towards a common objective and within a pre-determined schedule and budget has evolved through the times. Nowadays, being responsible for managing such endeavours has grown into a full-time job title, that being a project manager. It has been recognised though, that the process of project management is not as straightforward and easy to follow as outlined in a process workflow in order to achieve success. This is because change is prevalent. It does frequently, as well as unpredictably, crop up throughout the lifecycle of a project and with it, creates an instantaneous state of panic and confusion among all key project stakeholders. Changes to projects most often impact their scope by either expanding or narrowing the project’s areas of influence. Consequences as a result thereof upset the project’s key measures i.e. budget, schedule and quality. Managing scope changes effectively as well as systematically is critical in order to achieve the final outcome of the project within its predetermined constraints of time and cost. These efforts not only diminish the state of panic and uncertainty but it also allows key project leads to proactively respond to changes. The primary objectives of this minor dissertation are to ultimately understand the following: a) What are main contributing factors that lead to scope change within an organization b) What are the consequences of scope change on the project’s key measures c) What can be done to minimize and effectively control change throughout a project’s lifecycle, and d) What skills should project managers possess in order to effectively manage projects An opinion based research technique in form of a survey and an observational research technique in form of a case study were employed to attain a better spectrum of understanding on the subject matter. It was also an aim to generate a list of successful, simple and well-known practices for project managers to use throughout the life of all projects, to focus on sections that are known to contribute to scope change. It is important to note that this dissertation serves only as a guideline to effectively manage scope within a project. Therefore, it is recommended to apply the lessons listed, within one’s working environment on future or current running projects in order to reap the intended benefits. The benefits of effectively managing scope changes that can be humanly controlled will ensure that: The project is delivered within its pre-determined budget and schedule The product or facility is delivered within specifications initially agreed upon, and The client considers the organization for future bids due to the delivery of a successful project Ultimately, it was found that: The results attained from the survey and case study were synonymous in that a project with a poor defined scope largely contributes to scope change From the survey the most important standard skill for a project manager to possess to effectively manage projects was being an efficient decision maker. The case study deduced that if the project manager was able to think on his feet and be more assertive, the implementation of a few unnecessary changes could have been avoided Majority of the factors owing to scope change negatively as well as directly impact the project’s cost or schedule. Quality as a result thereof, is indirectly compromised, and The need for a proper planning, monitoring and control system throughout the project lifecycle, a clear understanding of the problem and the active participation of all stakeholders at the start of the project as well as throughout its lifecycle, is imperative to ensure the project’s definition of victory is achieved!
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The competency level of project managers within an organization : individual and managers' perspective

- Nkgoeng, R.M.

The importance of a project manager’s degree of technical knowledge in project management

- Baloyi, Lucky Mahlatse

  • Authors: Baloyi, Lucky Mahlatse
  • Date: 2014-06-04
  • Subjects: Project managers , Technical education , Project management
  • Type: Thesis
  • Identifier: uj:11364 , http://hdl.handle.net/10210/11001
  • Description: M.Phil. (Engineering Management) , This dissertation provides an investigation on the level of technical knowledge which project managers have to carry to deliver technical projects. It has now become a standard to many organizations to run their deliverables in projects to reach their objectives and every project is set to be unique. Project management can be thought as the application of knowledge, skills, tools and techniques to meet project requirements or coordination of human, financial and material resources to achieve beneficial change defined by quantitative and qualitative objectives. At the heart of project management is the project manager a project director and driver. Project manager is a professional tasked with leading a project from inception to completion [27]. It is not clear as to which level of technicality must project managers be to delivering projects in time, on budget and in an acceptable quality, thus the duties and qualities of a technical inclined project manager are covered in this study. Project manager leads a project team from the start of a project life cycle to finish, accomplishing the project objectives on time and within budget. Facing obstacles, budget and time-constraints, project manager is a key to planning and executing projects that produce the desired deliverable or result [4]. Developing the literature around the project management industry outlines the duties and responsibilities of a project manager which then defines the skills needed for project managers. It is safe enough to have a project manager with all the required skills stretching from technical through to managerial. Organizations delivering large scale projects have developed a role of an engineering manager who takes control of all technical aspects of the project. A project with an engineering manager allows the project manager to administrate the project and in that case the level of technicality for project managers is not important. A great athlete does not always make a great coach. Some of the best coaches in the world were not the best athletes, but have a firm understanding of the game. As suggested in [28] by Richard Fanelli, an architect and project manager guru that “a complete project manager must be an expert technically and knowing how things are done, as well as being detail oriented”. The one person the place can't function without. Everyone, the boss, supervisors, assistants comes to you for help. But where do you as a project manager go when you need help? As a project manager one is part bookkeeper, part administrator, part leader, part human resource pro, part technical guru, and part many other parts without parting ways with your sanity. Findings to the research topic are drawn to support the final conclusions discussed in the later part of the report. The project manager must also have technical competence in some aspects of the work being performed on the project. It appears however that there is considerable disagreement between researchers on the issue of how much technical knowledge is required. The more technically aware one is, the better they will be able to understand risks, potential roadblocks, and impacts of delays to the schedule. Project manager requires skills in three primary areas, namely interpersonal, technical and administration to deliver project successfully.
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The roles of functional and project managers in matrix organizations in the private sector

- Kishore, Nishaan

  • 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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