Thesis (Ph. D.)--Brigham Young University Dept. of Psychology, 2004. / Includes bibliographical references (p. 128-138).

Thesis (M.S.C.I.T.)--Regis University, Denver, Colo., 2006. / Title from PDF title page (viewed on Sept. 7, 2006). Includes bibliographical references.

M.Comm. / Project management as management discipline is still very young when compared to other components of the management discipline. From the literature studied, it is clear that there is a current upsurge in the interest in project management. More and more books and publications about this topic are being published. Various organisations are being formed to support the project manager and project management. Even certification for project managers was recently introduced. This study aims to give a theoretical basis to the project manager. A project is defined as a once off unique task that is comprised of an interrelated set of activities. The tasks in a project are of a non-repetitious nature and a project has definite goals, which must be achieved. The project manager has to be able to manage change if he is to be successful in his career as project manager. Three basic concepts which are prominent in project management are time, cost and quality. A project can be broken up into various distinct phases which when combined form the project life cycle. The life cycle of a project is of importance because the different phases within a project give the project manager the ability to structure the management process. The different phases each require different resources from the organisation. Project planning is to a great extent the lifeline of a project. Without planning a project is doomed to failure. All parties involved need to participate in the planning phase of a project. The result of the planning phase is the project plan, which combines the effort of all the parties into a set of documents. Organisational structures play an important role in the success of projects and project management. Each organisation has to decide which organisational structure is suitable for their application according to their project requirements. There is no definite structure that will work for every organisation. It is recommended that anagers are exposed to project management. Theoretical as well as practical knowledge is essential to the manager who wishes to become a successful project manager

D.Phil. / Project management from an industrial development perspective and as an engineering discipline has been researched and published throughout the past century. It could be said that the subject is mature, as recent publications on project management fail to bring new knowledge to light. Research of published work in the form of books, journals, conference proceedings and magazines dedicated to project management, to find factors of success, expose, on analysis, that a "best practice" strategic level model can be derived for a project, revealing a high percentage of repeatability and re-use from project to project. Many of the worlds' leading practitioners concur that a base model for a project does exist; - that is to say, all projects follow a similar model leading to successful execution. What has not been understood is how the emphasis on various aspects of such a model changes between industrial development, and business development. Many business development projects have failed as a direct result of implementing what is known of project management as an engineering discipline, and applying it directly to business development. Research on how project management influences business development is both current and relevant. However, not much can be found in literature. What there is, concentrates on the information technology market segment. Available information on project management from a business development perspective deals with the project rather than with the management. This study analyses how business develops as an economic model to create wealth, and then further analyses how project management impacts on business development. The impact on strategy, structure and processes has been analysed to find how projects impact to improve efficiency and effectiveness within the business, thus further developing the business. A project model was developed and applied to find how application of project management knowledge changes in theory between industrial development, and business development. The result of this research was used to create a project system that would assist in the application of theory to practice. The system was used as a measurement tool to guide what was theoretically applied, and to show how practice changed theory, to a better understanding of how emphasis shifted in the model between engineering application, and management application. The project system was further refined during three consecutive business development case studies: ESKOM Transmission Group, ESKOM Distribution Group, and Gauteng Provincial Government. The lessons learned from these applications were finalised, and the project system evolved into a commercially viable product to aide and assist repeatable success in future applications of project management to business development. Cognisance was taken of international developments to certify the competence of project managers and to evolve project management itself into a profession. Project management is seen to play an important role in the effective and efficient application of all resources to achieve development, not only in industry and business, but in society as well. This aspect impacts on the education of project managers, as society does not develop on the backs of people who know things but on the backs of people who can do things.

M.Com. (Business Economics) / Please refer to full text to view abstract

M.B.A. / To determine what management skills newly appointed project managers should have to successfully implement project management

Purpose – This dissertation investigated the degree to which the City of Cape Town understands a ‘notional' Cape Town property developer within the Transit-Orientated Development (“TOD”) context. This dissertation is not meant to draw a distinction between a right or wrong model of a local property developer, but to investigate what a richer model would look like using alternative economic perspectives that capture the multiplicity of reality and possible TOD policy implications. Design – A literature review was undertaken to understand institutional and behavioural economic frameworks, how each framework relates to the property market, and how to use the frameworks to assist in defining a developer. Further research was conducted to consider the property development process from the perspective of the Complex Adaptive Systems (CAS) framework. The property developer as an actor within the property market was then deconstructed. Alternative approaches to local government involvement in the development industry and the developer's perspective on TOD was also explored. A qualitative, semi-structured localist interview was conducted with nine major developers operating in Cape Town. They were selected because they are likely to participate in catalytic TOD-type projects. The interview aimed to understand their world view and how their lived experience relates to the City of Cape Town municipality. Findings – There is a ‘definition gap' between how the City of Cape Town has defined a developer and the findings of this dissertation. Policy implies a developer has perfect decision-making qualities pursuing maximum profits, whereas this dissertation found that developers tend to be focussed on risk reduction and exhibit satisficing and loss-averse behaviour. There are also those who prefer to build and hold a portfolio of rental properties which are not defined in policy. This type of developer possesses a different outlook and investment behaviour than the one defined in the TOD Strategic Framework. The City of Cape Town does not appreciate its positioning within and its influence on local property market dynamics, as it relates to the ‘rules of the game'. Practical Implications – Without understanding these distinctions, developers may not necessarily, predictably and readily respond to any TOD incentives and levers as set out in the Framework, resulting in policy perpetuating the very spatial inequalities and status quo the City of Cape Town aims to redress.

Purpose: This research investigates the role and perceptions of quantity surveyors experienced with sustainable building projects and how they are able contribute as well as influence designs to address sustainability issues on projects. Design: To determine the considerations that affect quantity surveyors' perceptions towards sustainability in the construction industry, a literature review was carried out. This was followed by the development of an online survey formed of both structured and semi-structured questions that were issued out to South African quantity surveyors. This study administers online surveys distributed online to quantity surveyors on the ASAQS and the Green Building Council database consisting of 1499 registered members and 59 members respectively. Furthermore, in depth interviews were carried out with four quantity surveyors who had experience with green building projects. Findings: South Africa is accustomed to traditional building methods and the adoption of and adaptation to alternative building techniques is challenging to implement in the industry. The main barriers to sustainable building designs were the perceived higher cost of the materials as well as the lack of training and knowledge consultants have on material choices. Quantity surveyors nevertheless regarded the early design stages of a construction project as an ideal avenue for contribution towards sustainable building designs. Based on interviews conducted, professional quantity surveyors with experience on green building projects were more likely to contribute towards sustainable building specifications due to lessons learnt and knowledge from previous projects. However, quantity surveyors believed they generally have little influence towards green building specifications as the client and architect have the final say on what is incorporated into a building. Practical implications: The research study has provided a greater understanding of the role played by cost consultants on sustainability projects and how they can provide value to clients on such projects. Conclusions and Recommendations: The research concludes that Quantity surveyors are aware that they play a minor role player on project teams when it comes to providing alternative building specifications. It was acknowledged that quantity surveyors have limited experience on sustainable technologies and that further training and education in this regard is essential for them to add value to projects. It is recommended that further research be undertaken to obtain a larger sample size to get a clearer view of the perception of quantity surveyors advising on building specifications to support sustainable building developments.

Purpose - This research investigated the advantages of using a diagramming tool such as the Functional Analysis System Technique (FAST) model to enhance the effectiveness of capturing and communicating lessons learnt onto future projects. The research looked at current ways of capturing tacit knowledge within a projectized organisation to get a clearer picture and propose alternatives on how the knowledge can be communicated and transferred to novice team members in future. The idea is to capitalise on the graphical nature of the FAST model, presupposing the human mind can comprehend graphical tools better than going through long tedious reports. Design - Focus Group Sessions were conducted using two groups from different business units within a project management and consultancy firm in South Africa. The participants represented the various project stakeholders that comprise a project team. The focus group session consists of a presentation on the background of the study and the FAST process. This served as a brainstorming session and a typical project scenario in capturing and communicating lessons learned was presented to the participants. The first diagram showed the activity log list as found on a project site for a particular lesson learnt process. The second diagram showed the same lesson learnt process presented in a FAST diagram. Afterwards, the participants evaluated the effectiveness of the FAST model to capture and communicate lessons learnt in a project environment. The responses were compiled and findings presented in table format. Findings - The analysis of the data and the responses of the participants proved that the FAST diagram can enhance the effectiveness and efficiency of capturing and communicating lessons learnt. This knowledge transfer initiative provides cost benefits as it improves the project execution and competitive advantage of the organisation. Project execution efficiency is improved by codifying tacit knowledge and avoiding repeating the same mistakes on projects. Practical Implications - Developing a culture of capturing lessons learnt on a project as the execution phase unfolds can be a challenging exercise. Most companies pay less or no attention at all to capturing lessons learnt. However lessons learnt documentation must be supported by a quality control system that is robust and allows easy navigation within a repository. The FAST model empowers project custodians through its dynamic structure to document activities on the project. This ensures the FAST diagram is continuously updated to tie in with the changes on the ground as the project unfolds. Limitations: The results were generated in a controlled environment and require confirmation through longitudinal research of the use of FAST for this purpose in practise on live projects. Keywords: lesson learnt, knowledge transfer, data repository, Function Analysis Systems Technique, tacit knowledge, Value Engineering, knowledge management, activity log-list

This research evaluated the applicability of the current project implementation profile (PIP) tool to the modern construction industry. The research also aimed to identify any new critical success factors (CSFs) to deliver successful construction projects. The research questions were: a. How applicable are the success factors from the PIP tool in delivering successful modern construction projects? b. Are there other success factors that may be considered for inclusion in the PIP tool for modern construction projects? Critical success factors were identified through a deep literature review. An online webbased questionnaire with the critical success factors was then developed and this tool was utilized to gather data for the research from various project management stakeholders. Collected information was summarized, analyzed and discussed leading to a conclusion. The research identified a revised list of 10 key success factors (KSF) which comprised of 6 non-PIP factors which are: adequate budget; client requirements; competence of project manager; competence of contractors, subcontractors and suppliers; risk management and design and 4 PIP factors which are: client consultation, communication, client acceptance and top management support. From the 20 KSFs that were under investigation, “Adequate budget” was the factor that scored the highest and the lowest scored was “support from other departments.” The research also concluded that the success factors from the existing PIP tool are not sufficient in delivering successful modern construction projects and there are additional success factors that can be considered for inclusion in the PIP tool to aid modern construction projects success. To strengthen the PIP success factors in response to the research questions, it is necessary to execute additional research in this area; in particular the actual questions used by the tool and the assessment framework needs to be revised in light of this research.