Organisations are increasingly delivering their business through multiple complex programs and facing the challenge of building project management capability. An organisational Project Management Maturity Assessment is an effective method for establishing a baseline and provides an impetus for organisational change. The methodology allows for the setting of organisationally specific maturity goals, with the ability to implement improvements in a staged approach at a pace which is logical to that company. Over the past decade Project Management Maturity Models have become effective tools for benchmarking and driving improvements in organisational performance. This paper presents a case study in applying a project management maturity model to review, assess, and analyze the degree of organisational project management maturity of one of the national departments of the South African Government. This reflects the project management practices and capabilities of a national department of government. This model was a critical guide to setting targets for project management maturity and providing a clear path for organisational improvement. The focus of this paper is to not only to demonstrate the methodology and results of the assessment, but to also aim to report on the outcome of the study and make necessary recommendations for improvement. The attention of the research was focused on those departments which are involved in Public Private Partnership (PPP) projects. For reasons of confidentiality this strategic department in this dissertation is referred to as “The Agency”. There is currently one similar study that was carried out by Rwelamila (2007), in one of the large infrastructure departments in South Africa. Rwelamila (2007) found that the department’s programme management system was very poor and at the lowest level of maturity (level 1 out of 5). However, since Rwelamila’s (2007) findings the researcher’s underlying proposition of this research is that the levels of maturity of these organisations have improved and climbed to level 2 of the Project Management maturity ladder, based on the reasons indicated in the following two paragraphs. The fact of the modern business landscape is that organisations are changing in fundamental ways within a short space of time and at a fast pace — structurally, operationally, culturally — in response to globalization, new technology, competition, and the world economy that is at a historic turning point. The researcher further considered the fact that organisations are under pressure to improve performance in order to continue to be successful in the global marketplace and therefore they strive on daily basis to improve on their projects or program delivery in order to attain competitive advantage and sustained growth. Therefore, in light of these factual considerations, the researcher deemed it appropriate to evaluate without delay the current levels of maturity in similar organisations to those evaluated by Rwelamila (2007). Effective organisational project management is a source of competitive advantage and as such places the levels of organisational project maturity at the nexus of the indicated fundamental shifts. Today, effective Organisational Project Management is top of mind as a competitive weapon and the most successful firms are innovating not only their offerings and business models, but changing their project management processes. To achieve dramatic performance gains, companies find that they must rethink, or transform, the way they manage their projects or programs. In order to achieve the study objectives two models were used, the first model being called “Organisational Project Management Maturity (OPM3)” and second being “Project Management Maturity Matrix Model” were used as a tools to assess the degree of The Agency’s project management maturity/competence and highlighted a recommended path for improvement of its overall effectiveness.OPM3 is an acronym for the Organisational Portfolio, Program, and Project Management Maturity Model- a standard developed under the stewardship of Project Management Institute. The purpose of the OPM3 model is to provide a way for organisations to understand organisational project management and to measure their maturity against a comprehensive and broad–based set of organisational project management Best Practices. OPM3 also helps organisations wishing to increase their organisational project management maturity to plan for improvement. An evaluation of the performance of The Agency and its projects/programs was carried out in relation to its scope of mandate in order to assess its PM competence and maturity. The assessment of the degree of organisational project management maturity of The Agency provided the basis to evaluate its success in achieving the best-in-class project management practices. The results of the assessment provided the opportunity to make recommendations designed to channel The Agency to a path that will continually improve and develop its competitive position and promote its business by projects. The researcher therefore considered it imperative to examine the degree of maturity of project management in the national department of a public sector based on the OPM3 and Project Management Maturity Matrix maturity models. The project management maturity model is a widely accepted concept in business. It shows different stages of the project management development in a corporation. It is worth mentioning that these systems and process do not guarantee success, they just increase the probability of success. The findings of this study indicate that The Agency is at Ad Hoc/Standardize phase (level 1) of maturity. The study is concluded with recommendations which could assist The Agency to plan for improvement and increase its degree of maturity against the Best Practices and capabilities identified in the OPM3 Standard.

No description available.

Thesis (M.M. (Finance & Investment))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2013. / The lack of a framework for selecting appropriate funding mechanisms results in costly and inefficient financing of public infrastructure projects in South Africa. The purpose of this research was to determine the nature, the utilisation and the appropriateness of various public infrastructure financing mechanisms. Twenty major public infrastructure projects were used to conduct the exploratory study of public infrastructure financing practices in South Africa. Although the research found that South African financing practices were similar to practices in developed economies, it was also found that the capacity of public institutions to manage infrastructure projects needed strengthening. The research further found that markets for other mechanisms had to be developed further to provide more financing options. Finally, a conceptual framework that provides a consistent and systematic process in selecting appropriate and efficient public infrastructure financing decisions was proposed.

International development has become an increasingly fragmented and complex undertaking, with private wealth assuming an increasingly important role. At the forefront of this group sits the Bill and Melinda Gates Foundation, which has put significant resources behind Public-Private Partnerships such as the Global Alliance for Vaccinations and Immunizations (GAVI). Utilizing Foucault’s concept of governmentality, this thesis argues that foundations are key catalysts in the formation of such globally oriented partnerships, a trend not indicative of a shift in power from multilateral organizations to non-state actors, but representative of changing rationalities and practices of the government of populations at a global scale. This position is contextualized through a case study of the GAVI Alliance, which demonstrates that in the process of governing specific populations, such conglomerations of public and private actors seek to modify the governmental practices of states, in what Dean (1999) refers to as the “government of government”.

Decreasing the number of people that die from preventable illnesses and reducing poverty and inequality are major public goods that are being addressed from a variety of angles. One way that policy makers and scholars are trying to improve global health is by developing new health technologies that will decrease poverty and inequality. This dissertation investigates whether nanotechnologies for medical applications (nanomedicine) are used to address diseases of poverty (DoP) and the role that public partnerships (PPP) play in nanomedicine research. If scientists are developing nanotechnology based vaccines and medicines for DoP, then I can conclude that the technology is helping to decrease poverty and inequality. There are two parts to my analysis. The first part of my dissertation analyses the landscape of nanomedicine DoP research and then I test how USA medicine sales, disease burden and diseases of poverty correlate with number of nanomedicine publications and patents. I find that there is some nanomedicine research on diseases of poverty, especially for high profile DoP like malaria, tuberculosis and HIV/AIDS, but overall there is less R&D on DoPs than non-DoPs. However, I cannot determine if USA medicine sales and disease burden have any relationship to research output. In the second part of my dissertation I examine the role of formal public-private partnerships (PPPs) for developing DoP medicines. Many think the formal health PPPs can overcome the various market failures associated with developing medicines for DoP. I analyze PPP websites and interview PPP managers/scientists about their research portfolios, relationship with nanotechnology, and how PPPs are addressing inequality in health R&D. I find that managers/scientists at PPPs have a variety of opinions about nanotechnology, but the general consensus is that nanotechnology will not be used in the near-term for DoP medicines. PPP managers/scientists believe that the technology is too expensive for DoP medicines and it will take too long to approve nanomedicines. Instead of using nanotechnology most PPPs are in favor of using traditional technologies.

Organisations are increasingly delivering their business through multiple complex programs and facing the challenge of building project management capability. An organisational Project Management Maturity Assessment is an effective method for establishing a baseline and provides an impetus for organisational change. The methodology allows for the setting of organisationally specific maturity goals, with the ability to implement improvements in a staged approach at a pace which is logical to that company. Over the past decade Project Management Maturity Models have become effective tools for benchmarking and driving improvements in organisational performance. This paper presents a case study in applying a project management maturity model to review, assess, and analyze the degree of organisational project management maturity of one of the national departments of the South African Government. This reflects the project management practices and capabilities of a national department of government. This model was a critical guide to setting targets for project management maturity and providing a clear path for organisational improvement. The focus of this paper is to not only to demonstrate the methodology and results of the assessment, but to also aim to report on the outcome of the study and make necessary recommendations for improvement. The attention of the research was focused on those departments which are involved in Public Private Partnership (PPP) projects. For reasons of confidentiality this strategic department in this dissertation is referred to as “The Agency”. There is currently one similar study that was carried out by Rwelamila (2007), in one of the large infrastructure departments in South Africa. Rwelamila (2007) found that the department’s programme management system was very poor and at the lowest level of maturity (level 1 out of 5). However, since Rwelamila’s (2007) findings the researcher’s underlying proposition of this research is that the levels of maturity of these organisations have improved and climbed to level 2 of the Project Management maturity ladder, based on the reasons indicated in the following two paragraphs. The fact of the modern business landscape is that organisations are changing in fundamental ways within a short space of time and at a fast pace — structurally, operationally, culturally — in response to globalization, new technology, competition, and the world economy that is at a historic turning point. The researcher further considered the fact that organisations are under pressure to improve performance in order to continue to be successful in the global marketplace and therefore they strive on daily basis to improve on their projects or program delivery in order to attain competitive advantage and sustained growth. Therefore, in light of these factual considerations, the researcher deemed it appropriate to evaluate without delay the current levels of maturity in similar organisations to those evaluated by Rwelamila (2007). Effective organisational project management is a source of competitive advantage and as such places the levels of organisational project maturity at the nexus of the indicated fundamental shifts. Today, effective Organisational Project Management is top of mind as a competitive weapon and the most successful firms are innovating not only their offerings and business models, but changing their project management processes. To achieve dramatic performance gains, companies find that they must rethink, or transform, the way they manage their projects or programs. In order to achieve the study objectives two models were used, the first model being called “Organisational Project Management Maturity (OPM3)” and second being “Project Management Maturity Matrix Model” were used as a tools to assess the degree of The Agency’s project management maturity/competence and highlighted a recommended path for improvement of its overall effectiveness.OPM3 is an acronym for the Organisational Portfolio, Program, and Project Management Maturity Model- a standard developed under the stewardship of Project Management Institute. The purpose of the OPM3 model is to provide a way for organisations to understand organisational project management and to measure their maturity against a comprehensive and broad–based set of organisational project management Best Practices. OPM3 also helps organisations wishing to increase their organisational project management maturity to plan for improvement. An evaluation of the performance of The Agency and its projects/programs was carried out in relation to its scope of mandate in order to assess its PM competence and maturity. The assessment of the degree of organisational project management maturity of The Agency provided the basis to evaluate its success in achieving the best-in-class project management practices. The results of the assessment provided the opportunity to make recommendations designed to channel The Agency to a path that will continually improve and develop its competitive position and promote its business by projects. The researcher therefore considered it imperative to examine the degree of maturity of project management in the national department of a public sector based on the OPM3 and Project Management Maturity Matrix maturity models. The project management maturity model is a widely accepted concept in business. It shows different stages of the project management development in a corporation. It is worth mentioning that these systems and process do not guarantee success, they just increase the probability of success. The findings of this study indicate that The Agency is at Ad Hoc/Standardize phase (level 1) of maturity. The study is concluded with recommendations which could assist The Agency to plan for improvement and increase its degree of maturity against the Best Practices and capabilities identified in the OPM3 Standard.

Öffentlich-private Partnerschaften oder Public Private Partnerships (PPP) werden seit Mitte der Neunziger Jahre des letzten Jahrhunderts in allen westeuropäischen Ländern umgesetzt. Dieses Modell der alternativen Leistungserbringung wurde mit erstaunlicher Geschwindigkeit, sektorenübergreifend und flächendeckend implementiert. Verschiedene Autoren haben den Ansatz der Netzwerk-Gesellschaft mit der Entstehung des Phänomens PPP in Verbindung gebracht. An diesem Punkt setzt diese Arbeit an: Es wird untersucht, ob Policy-Netzwerke in der Europäischen Union existierten, die die Entwicklung der staatlichen Leistungserbringung zu Public Private Partnerships forciert haben, bzw. das Thema PPP auf die Agenda setzten und weitergehend wer die relevanten Akteure sind, in welcher Konstellation diese stehen und wie sie vernetzt sind. Wenn ein derartiges Policy-Netzwerk auf europäischer Ebene existieren sollte, soll des Weiteren analysiert werden, um was für eine Art von Policy-Netzwerk es sich nach der Policy-Netzwerk-Typologie handelt. Abschließend werden die Implikationen und Effekte dieses Netzwerkes in Hinblick auf faire Zugangsmöglichkeiten, Transparenz und Wirtschaftlichkeit von Public Private Partnerships erörtert.

Master of Public Health / Department of Diagnostic Medicine/Pathobiology / Justin J. Kastner / Globalization has resulted in closer integration of economies and societies. It has contributed to the emergence of a new world order which involves a vast nexus of global and regional institutions, surrounded by transnational corporations, and non-governmental agencies seeking to influence the agenda and direction of international public policy. Health is a center point of geopolitics, security, trade, and foreign policy. Expansion in the territory of health and an increase in the number of health actors have profound implications for global health governance. Accordingly, the focus of the thesis is on endorsing the three core elements of governance proposed by Ackleson and Lapid, which comprises a system of (formal and informal) political coordination—across multiple levels from the local to the global—among public agencies and private corporations seeking to accomplish common goals and resolve problems through collective action. This shift in global governance has been prominent in the health sector with the formation of numerous public-private partnerships, coalitions, networks, and informal collaborations. In an effort to cope with the proliferation of players in the health sector, the World Health Organization has undergone gradual transformation in its governance framework. It is important to examine the evolution of the governance architecture of the WHO, as well as its effective application in the current global environment maintaining the organization’s legitimacy. This study tries to offer a comprehensive account of the WHO’s history, its successes and failures, as well as challenges and opportunities confronting the organization. Embracing public-private partnerships and formal-informal interactions does not simply fill governance gaps opened by globalization, but helps cluster in narrower areas of cooperation, where the strategic interests of multilateral organizations (e.g., the WHO), states, and transnational actors intersect. Global health problems require global solutions, and neither public nor private organizations can solve these issues on their own. The forms of governance based on the Acklesonian-Lapidian definition assist in accomplishing public health goals through shared decision-making and risk taking.

Public sectors in the developed and emerging economies have been witnessing a period of intense change over the past three decades as a result of the development of free-market economy across the globe. In the UK, the public sector in 1970s (that comprised of nationalised industries) was severely criticised for being wasteful, and subject to political intervention, thereby making them inefficient systems for delivering public services. To put matters right, successive governments from the late 1970s embarked on public sector reforms. These reforms centred on increasing the role of private sector in delivering public services. Privatisation, the implementation of accruals-based accounting and application of compulsory competitive tendering in the public sector were some of these reforms. Public-private partnerships, including private finance initiatives (PFIs), introduced in the 1990s, were a continuation of these reforms. In the defence sector, various reforms carried out prior to 1990s failed to completely remove cost and time overruns in defence projects. PFIs were introduced to further rectify the failures of previous reforms in the defence sector because they were purported to provide better value for money. Defence PFIs are long-term agreements whereby the Ministry of Defence, MoD, contracts to purchase quality services on a long-term basis from the private sector (through the special purpose vehicle, SPV) in which the private sector provides all the finance required in constructing the asset that is used to provide the services. Value for money of PFIs is about economy, efficiency and effectiveness. The question, though is whether, Defence PFIs provide value for money as claimed by the MoD? The purpose of this thesis is to evaluate the effectiveness of three categories: 1) accommodation, 2) equipment and 3) training of Defence PFIs by assessing the financial robustness (over a six-year period) of the SPVs engaged in their delivery. This research employs a multi-method methodological approach to gather data. Qualitative research methods were employed in exploring and understanding customer-supplier relationships and included, PPPs, PFIs in general (and Defence PFIs in particular), the public sector reforms that brought about private sector integration, 4 defence reforms, and Defence PFI policies. Quantitative research was used to collect and evaluate financial data on SPVs (used in Defence PFIs). Research analysis provided mixed results regarding the financial robustness of SPVs employed in the delivery of Defence PFIs. The profit margins of SPVs involved in the delivery of Defence PFIs relating to the category of accommodation were the highest. This is followed by SPVs in the category of Defence equipment and then by SPVs in the category of Defence training. Interestingly, the majority of SPVs involved in the delivery of Defence PFIs relating to accommodation have sound financial health. On the other hand, most SPVs relating to the other two categories have serious financial problems and therefore show cause for concern. Based on research findings of this study, a number of important policy recommendations are advanced to raise the effectiveness of PFIs in the defence sector and the wider public sector.

A pesquisa desenvolvida tem como eixo central a problematização de dispositivos concernentes aos novos contornos que a educação escolar vem assumindo no processo de mediação entre o Terceiro Setor e o Estado. O estudo refere-se às parcerias público-privadas (PPP) na área educacional, desenvolvidas por duas organizações do Terceiro Setor, uma, no estado de Minas Gerais e outra, no estado de São Paulo. Foram analisados um programa desenvolvido pela Fundação Lemann (S.P) e dois programas desenvolvidos em Minas Gerais pelo Instituto Delta, braço social do Grupo Empresarial Delta. Este trabalho teve como objetivos: apreender a estrutura e funcionamento dessas ações e seus impactos na educação; identificar as fontes de recursos para subsidiar tais ações, mas, sobretudo, apreender o conteúdo e o teor das propostas da iniciativa privada e sua instalação na gestão da escola pública. A proposta metodológica desta investigação foi norteada pela abordagem das pesquisas qualitativas. A matriz epistemológica adotada ancorou-se no materialismo histórico-dialético. O procedimento utilizado foi o estudo multicasos ou casos múltiplos com o objetivo de realizar uma análise pertinente de projetos viabilizados pelas PPPs, nos dois estados, sem comprometer as singularidades e similaridades de cada realidade. A investigação demonstrou que as ações desenvolvidas pelas entidades do Terceiro Setor não resolvem a crise que se apresenta atualmente, mas, sim, são responsáveis por acentuá-la, já que colaboram para a manutenção da sociedade de classes. Espera-se que esta pesquisa possa contribuir para potencializar o debate acerca dos novos contornos do papel do estado e da educação no tempo presente. / The main topic of the research developed is the problematization of devices regarding the new characteristics that education has taken in the process of mediation between the third sector and the state. This thesis refers to public-private partnerships (PPP) in education, developed by two organizations from the third sector, one in the state of Minas Gerais and one in the state of São Paulo. We analyzed a program developed by Fundação Lemann\" (SP) and two programs developed in Minas Gerais by Instituto Delta, the social branch of Grupo Empresarial Delta. This research aimed at understanding the structure and functioning of these actions and their impact on education; identifying the sources of funds to support such actions, but above all, comprehending the content and substance of the proposals made by the private institutions and their application in public schools. The methodology of this research was guided by the qualitative research approach. The epistemology adopted is anchored in the historical and dialectical materialism. The procedure used was the multi-case or multiple cases study in order to conduct a meaningful analysis of projects made possible by PPPs in both states, without compromising the uniqueness and similarities of each reality. The research has shown that the actions undertaken by the third sector do not solve the \"crisis\" that presents itself today, but are responsible for accentuating it, as the actions contribute to the maintenance of class society. It is expected that this research will contribute to enhance the debate on the new characteristics of the states and educations role at the present time.