Thesis (MProjectManagement)--University of South Australia, 2003.

Thesis (MProjectManagement)--University of South Australia, 2003.

¡@¡@More and more organisations are increasing the demand of Information Technology (IT) project owing to the rapid technological development in nowadays business environment. With the high growth of IT project, it can cause heavy work-overload for IT Managers, which often resulted in reduction of work productivity. In reality, a considerable number of tasks in organisation are operating by projects. These require more project managers to control. Unfortunately, industry analysis reveals that qualified IT project managers have not increased relatively. Many managers have experience in participation or leading in project management, which portrays those managers have reached a certain extent of competences of project management. It is possible that organisations can select qualified IT managers from those non-IT background managers. ¡@¡@The study will use the theory of focus groups by interviewing some managers, who have the experience in IT project management, to identify the essential competences requirements of a non-IT project manager as being an IT project leader. Meanwhile, analyze the top three competences for IT project managers that usually mentioned by scholars so as to understand the critical impact asnd relationship for the non-IT project managers as leading IT project. ¡@¡@The final conclusion and contribution of this study are as follows: 1. A non-IT project manager should have the "30 competences" in leading the IT related environment. 2. "Communication, planning and control," not only are the basic competences, but also "the most important competences". If the non-IT project manager is lacking these three competences, he is not qualified to be an IT project manager. 3. Compare to an IT project manager, a non-IT project manager is lacking the knowledge and skills within the IT environment. One of the most important aspects is tool capacity, followed by the "IT based knowledge" 4. A non-IT project manager needs a strong ¡§communication skills" to help him strengthen the "planning capacity" and to overcome the inadequate "control capabilities".

In diploma thesis I deal with project proposal for selected company using theoretical knowledge, methods and tools of project management. The first part describes the basic terms of the project and project management, and then the project phases. In the second part of the thesis I deal with the analysis of the company and continue with the proposal of the project of the implementation of the active access node in a particular place of the network.

This diploma thesis deals with the managing grant funded project of “Renewal of the nature trail Baba“.

The purpose of this research is to continue examining the project management process. The management of projects is complicated. It is the complexity of the process that makes a project so difficult to control. This research examines the effect of particular facets of the project manager's skill set and operating environment on management decisions.

Repetitive project failures or underperformance and ever increasing competition have given impetus for the need to drastically improve project performance within professional services organisations. This realisation has prompted actions to drive restitution efforts to enhance successful delivery and overall project management throughout the organisation. However, the desired outcomes to improve project management processes at an organisational level have not always been forthcoming in light of improvement activities implemented through various changes in operating procedures. The purpose of study is to investigate and identify, from an intra-organisational perspective, the factors required to bring about enhanced implementation and continuous improvements in project management processes; and to determine how they must be aligned to a successful strategy implementation for attainment of higher states of organisational project management maturity. The study focuses on project intensive organisations, mainly implementing information communication technology (ICT), business services and financial related projects. Through the use of a literature review, augmented by a quantitative survey, the perceived impacts and values of the determined factors on project management maturity were gathered. The research study shows that companies wanting to improve project management maturity must steer away from focussing only on certain processes, but must take a holistic view, encompassing a variety of internal factors, ranging from components of organisational learning, to change management and strategy implementation. The identified factors will provide impetus for organizations to create and leverage the drivers, fostering a climate for continuous project performance improvements and ultimately giving them the ability for moving to higher levels of maturity. / Graduate School for Business Leadership / (M.B.A.)

M.Comm. (Business Management) / Project failures worldwide are still significantly high, despite the availability of project management frameworks, standards, techniques and methodologies. A project’s success is, in part, contingent on effectively managing the constraints of time, costs and performance, and in order to achieve this, it is essential for the project manager to possess and display appropriate competencies. The problem addressed in this study is to gain understanding of the project management competencies needed for the successful implementation of South African Built Environment industry projects. South Africa is faced with the challenge of reducing the huge backlog of infrastructure delivery. Given the delivery prioritisation by the government, the construction industry is the preferred vehicle of delivery. However, the industry lacks the requisite project management expertise and experience to make good on this objective. This study investigates the project management competencies required to improve the performance of the industry in delivering the much-needed infrastructure. The study also identifies those competencies that are instrumental to the effective implementation of project management techniques and examines the contributory issues of project management leadership and project success. Given the aforementioned, a survey was conducted among members of Project Management South Africa (PMSA). The data were collected using a structured questionnaire and analysed using descriptive statistics. Overall, respondents agreed that project management requires much more than just knowing how to manage the constraints of time, costs and performance. Of particular note, respondents indicated that, in addition to the more commonly emphasised project administration expertise (i.e. setting and managing scope, timelines and budgets), a project manager must be competent in structuring the project task and clarifying scope, communicating effectively, developing the project objectives, showing reliability and planning the project economy. ii This study contributes to research and practice in two ways. Firstly, we identify and report on core project management competencies. The identified competencies also contribute to the available literature. Secondly, the study proposes a framework that would provide an organisation with a system for recruitment, measuring performance, identifying training and development needs of individual employees and rewarding effective performance for superior performers. The study is significant because by gaining a greater understanding of what key competencies are needed to effectively manage a Built Environment industry project, more effective education and training methods, as well as procedures, can be developed to facilitate the instruction of the defined key competencies and improve the effectiveness of future project managers in the South African Built Environment industry. It furthermore adds to the existing body of project management competency research.

Repetitive project failures or underperformance and ever increasing competition have given impetus for the need to drastically improve project performance within professional services organisations. This realisation has prompted actions to drive restitution efforts to enhance successful delivery and overall project management throughout the organisation. However, the desired outcomes to improve project management processes at an organisational level have not always been forthcoming in light of improvement activities implemented through various changes in operating procedures. The purpose of study is to investigate and identify, from an intra-organisational perspective, the factors required to bring about enhanced implementation and continuous improvements in project management processes; and to determine how they must be aligned to a successful strategy implementation for attainment of higher states of organisational project management maturity. The study focuses on project intensive organisations, mainly implementing information communication technology (ICT), business services and financial related projects. Through the use of a literature review, augmented by a quantitative survey, the perceived impacts and values of the determined factors on project management maturity were gathered. The research study shows that companies wanting to improve project management maturity must steer away from focussing only on certain processes, but must take a holistic view, encompassing a variety of internal factors, ranging from components of organisational learning, to change management and strategy implementation. The identified factors will provide impetus for organizations to create and leverage the drivers, fostering a climate for continuous project performance improvements and ultimately giving them the ability for moving to higher levels of maturity. / Graduate School for Business Leadership / (M.B.A.)

Thesis (B.Sc)--University of Hong Kong, 2004. / Includes bibliographical references (p. 92-107)