This study set out to look at the effects that project management maturity has on the project management success in the hope that knowledge of the effects that project management maturity has on ZESCO a Zambian Company project success will highlight the capability deficiency areas that the corporation has and in turn enable recommendation for improvement. The study was exploratory in nature, it took a positivistic paradigm with a deductive approach and a quantitative research design. A case study strategy was used to help in answering the question of maturity effect on project success. The study discovered that the corporation did not perform well on both cost performance and schedule performance whereas it performed well on quality and customer/stakeholder satisfaction. Using the Project Management Maturity Model (ProMMM) competence areas of Experience, Culture, Application and Process as a measure of maturity on a scale of 1-4, the study establishes that ZESCO performed poorly on project application and experience a sign of staff lacking skills and experience to drive effective Projects; the organization performed well on both culture and processes a sign of belief in project management. The Corporation was benchmarked to be at level 2.6 an Improving Novice who still is experimenting with Project Management. The study also established that there was no correlation between ZESCO project management maturity level and project management success, a correlation was found between project management maturity with project quality and Customer Satisfaction. It is recommended that a further study be conducted to ascertain if there are other competence areas that affect maturity other than the ProMMM four attributes and also to conduct a detailed research as to why personnel seem not to appreciate use of project tools.

<p dir="ltr">The recent launch of Generative Artificial Intelligence (AI) has caused significant changes in the IT industry. Most of the high-performance organizations started to evaluate the possibility of implementing AI as an augment or even replacement of employees due to the powerful capability of AI (McMullen et al., 2022). The way project managers (PMs) handle project risk management also requires review and update to facilitate the AI-driven industry.</p><p dir="ltr">This research aims to explore how the current project management professionals should do to adapt their current risk management skillsets to facilitate rapid change in an AI-driven industry considering all the benefits and ethical concerns brought by the implementation of AI.</p><p dir="ltr">This study was conducted through a mixed-methods approach: a systematic literature review and survey were performed. Sixty-four survey responses were analyzed after screening and twelve literature resources were carefully analyzed after a systematic search of selected databases. Although no specific resource significantly suggests the necessity of renewing PMs’ risk management skills, the results show the current PMs need to focus more on interpersonal skills than technical skills, be aware of the latest update of AI risk management tools, and stay agile to embrace the changes brought by AI. The survey shows the current PMs’ adoption of AI tools varies in age scale and the current AI tools are not mature enough to perform 100% of project risk management works.</p>

The need for good quality project scheduling methods arises in many fields such as construction, manufacturing, and military operations, among others. In this thesis, we develop a solution methodology which determines the sequence in which the activities of the project must be processed and the resource allocation to each activity in the project to minimize the makespan of the project. We consider projects whose activities' durations are defined by convex, non-increasing time-resource trade-off functions and whose activities are not pre-emptable (i.e., once some amount of resource has been allocated to an activity, this resource level may not change while the activity is processed). The solution methodology first finds all potentially optimal sequences for a given project. However, rather than considering all possible sequences, we use special relationships between certain pairs activities to determine a priori how these pairs will be sequenced in relation to each other. Then, the optimal resource allocations are determine for each sequence and the solution with the smallest makespan is selected. / Master of Science

The domestic construction project contracts have made a great development to large-scale lump sum turnkey project, which includes engineering, procurement and construction. The turnkey contractors are responsible for the interface integration among various projects to reduce the delays caused by poor interface coordination, and to shorten the project schedule, moreover to ensure project quality. However, there are huge discrepancies between lump sum turnkey construction projects and general construction projects. Lump sum turnkey projects require a wider field of engineering project management covering the project planning and project control of engineering design, procurement and site construction. So, it is important to do further research in this area. The main purpose of this study is to develop a complete project management framework for large-scale lump sum turnkey projects from the standpoint of a project owner. A real case of the LNG (Liquified Natural Gas) receiving terminal project at Taichung Harbor was used to verify the feasibility of the proposed framework. This study is based on literature review, interview and case study of a large-scale lump sum turnkey project. The engineering project management system of a large-scale construction contractor was studied. The interviewees included top management personnel, information system personnel, and project management system users of the best practice company. The results of this study serve as guidelines of large-scale lump sum turnkey construction project management for project owners. It¡¦s also beneficial for small and median sized contractors to learn from best practice experiences.

Thesis (MTech (Project Management))--Cape Peninsula University of Technology, 2018. / The purpose of this study was to unearth the challenges that occur in procurement processes and the effects these challenges have on project execution. Project procurement management is the production of associations with outside merchants and providers for merchandise and enterprises expected to finish a task. This process encompasses five stages: initiating and planning, selecting, contract writing, monitoring, and lastly, closing the deal. To clearly illustrate the magnitude of challenges faced in procurement processes, a project management company in Cape Town, South Africa, has been chosen as the subject of study. This study identified that procurement challenges were rooted in the company’s method of execution which comprises supplier-related issues, strategy selection issues, cost reduction and savings achievement factors, data accuracy issues and stakeholder management concerns. The aforementioned challenges resonate with various theoretical connotations by authorities who maintained that challenges in procurement could be narrowed to four areas: cost reduction, ‘going digital’, risk mitigation and supplier relationships. This study adopted a mixed research methodology incorporating both qualitative and quantitative research techniques and relied on field research conducted both through a survey of administered questionnaires as well as structured interviews. The information gathered in field research has been used to augment and corroborate theoretical information existing in literature and to proffer solutions through pragmatic recommendations for improving procurement processes with the intent of enhancing project execution efficacy and effectiveness. This study further aimed to add input to the existing body of knowledge concerning the effects of procurement processes on project execution in project management and also to contribute to the existing literature in procurement management.

The thesis deals with the issue of financing development projects. The aim is to formulate a financing proposal for a chosen development project and consequently evaluate and compare each option and choose the most effective solution. The thesis includes the characteristics of the given issue which forms the core for the proposal section. Furthermore, I concentrate on comparison of individual sources and their expensiveness for acquiring, which then I subsequently evaluate and compare in a comprehensive manner. The resulting solution is a proposition of financing development project UrbanPark - Východná where I consider two different scenarios. Offers are prepared based on the current up-to-date information which creates an opportunity for immediate implementation of the proposed solution.

Project management involves many different actors. Rather than solely looking at those actors as individuals, the interaction between them should not be forgotten either. This thesis tries to provide a better understanding of one specific type of interaction: the project owner-manager relationship. This relationship is approached as the dyadic interaction between one project manager and one project owner. Previous studies indicate that project owners and project managers depend on one another, but that they can have diverging perspectives as well. The goal of this study is to get a deeper understanding of how these different perspectives can influence the success of the project-owner relationship. In order to achieve this understanding, a multiple case study involving 8 project owner-manager relationships was employed. Both project owners and project managers were interviewed, in order to get closer to a multi-actor perspective. The results show that there are both similarities and differences between the perspectives of these actors. However, a lack of understanding between these perspectives can cause the project owner-manager relationship fail. In the end, the potential effects of this relationship cannot and should not be ignored, as this study shows that it can be the difference between project success and project failure. Therefore, in a world that is ever more dominated by projects, this thesis has multiple practical and scientific implications.

The primary goal of this research is to provide quantitative information used for the implementation of project management attributes. Nineteen project management attributes and five project performance outcomes were investigated to examine their relationships. A series of statistical analyses were conducted to quantify the relationships between the implementation levels of the attributes and the probabilities for better project performance. The analyses utilized data from 212 projects collected by the Construction Industry Institute (CII) Benchmarking and Metric database from 2007 through 2010. The results showed that the beneficial effects of project management attributes varied depending on the implementation levels of project management attributes, the performance outcome type, and whether the project was conducted by the owner or contractor organization. Quantified analysis results were provided by this research. Project management attributes were identified as critical if they were found to be significantly related to a particular performance outcome. Minimum implementation levels were provided for these critical attributes, as were results covering the combined effects of the critical attributes on performance outcomes. Based on the analysis results, the research generated specific and quantitative information used in implementing project management attributes for better performance. This information will help practitioners achieve improved project performance in the most effective and efficient way, and thus it is the practical contribution of this research. From an academic point of view, this study designed a data analysis process by a series of statistical analysis methods which makes it possible to examine the relationships between project management attributes and various project performance outcomes in a quantitative manner. / text

IT projects continue to fail at an alarming rate. The majority of IT initiatives have a significant impact within organisations due to the integrative nature of IT systems and as a result the cost of this failure is high. The purpose of this research report is to investigate the prevalence of „accidental project managers‟ in the ICT industry (employees that have demonstrated technical expertise and been promoted to project management positions without any regard for project manager training and competencies) and examine what effect these untrained project managers have on project performance. A descriptive, quantitative research methodology was employed, and the sample that supported this research was taken from members of the Internet Service Provider‟s Association and the Project Management Institute of South Africa. The results indicated a positive association between project manager training level and projects being completed within budget, on time, and resulting in an operational system. The results also supported a correlative relationship between project manager training level and overall project outcome. These findings highlight the importance to organisations of investing in project manager training and developing effective recruitment criteria in order to boost IT project success rates.

IT projects continue to fail at an alarming rate. The majority of IT initiatives have a significant impact within organisations due to the integrative nature of IT systems and as a result the cost of this failure is high. The purpose of this research report is to investigate the prevalence of „accidental project managers‟ in the ICT industry (employees that have demonstrated technical expertise and been promoted to project management positions without any regard for project manager training and competencies) and examine what effect these untrained project managers have on project performance. A descriptive, quantitative research methodology was employed, and the sample that supported this research was taken from members of the Internet Service Provider‟s Association and the Project Management Institute of South Africa. The results indicated a positive association between project manager training level and projects being completed within budget, on time, and resulting in an operational system. The results also supported a correlative relationship between project manager training level and overall project outcome. These findings highlight the importance to organisations of investing in project manager training and developing effective recruitment criteria in order to boost IT project success rates.