Thesis (MTech (Construction Management))--Cape Peninsula University of Technology, 2017. / The South African construction industry is faced with challenges which contribute to unsuccessful project delivery. Cost underestimation have negative contribution to construction projects, the effects and causes of cost underestimation have not been adequately explored with the objective of providing mitigating mechanisms. This study is aimed at investigating factors which contribute to cost underestimation, the prevalence of cost underestimation in relation to causes and effects of cost underestimation, with the final objective to establish mechanisms for efficient mitigation of cost underestimation. The study review literatures relating to cost estimation, and additional data were collected in form of a structured questionnaire. The questions highlight the following areas; project planning, method and techniques, and tools as factors contributing to cost underestimation; scope changes and risk associated with specialized building works as prevalence of cost underestimation; planning stage, design and material changes risk due to unforeseen factors as causes of cost underestimation; loss of reputation, exposure to risk and financial loss as effects of cost underestimation; and design requirements, effective techniques and planning as cost underestimation mitigation mechanism. A total of one hundred and forty two (142) emails were sent via the survey website to the selected respondents and seventy four (74) responses were received. A quantitative approach was used and a convenient purposive sampling of respondents was used by handpicking the respondents from the available register of the South African Council for Quantity Surveying Professions (SACQSP) and the general building contractors registered with Construction Industry Development Board (CIBD), construction professionals working in quantity surveying practice and construction firms within and around Cape Town.

M.Phil. / To achieve growth, most corporations invest a large portion of their turnover in new business ventures or in expanding current operations. These initiatives imply capital and thus a return is essential in order to ensure survival. Research indicates that capital projects seldom realize their full potential. The value that is released by a project is often unacceptably lower than the value that was initially forecast and for which the board granted approval. Furthermore, a number of projects achieved radical improvement within a relatively short period of time, when they embarked on an initiative focusing on improving the project. This indicates that, due to the relatively low cost and the rather large prize at stake, it is imperative to investigate and actively seek improvement potential. Value Engineering proves to be a methodology capable of unleashing these otherwise hidden opportunities. Three basic steps describe the value engineering process: analysis to understand the project; design to find the optimum or a better solution; and the implementation thereof. Before a team can embark on an improvement initiative an initiation study will determine the target, required focus of the exercise and set up an enabled team. This study also describes the integration of value engineering with the existing processes using a case study. In order for value engineering to work, skilled members are required, the initiative has to be timed and complement the existing processes.

<p> Ten different reduced models, of a particular test system are selected. Two cost functions are selected and the test system minimum cost is found for each. The model optimal controls are found for each cost function and are used to provide sub-optimal control of the system using two different methods. The system cost is calculated for each case and compared to the minimum attainable. The reduction methods are compared with a view to application for the near-optimal control of a linear system.</p> / Thesis / Master of Engineering (MEngr)

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by Law Ka-ming, Michael, Cheuk Yue. / Bibliography: leaves 168-169 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1986

M. Tech. Business Administration / Fixed-line operators in South Africa as well as globally have had a difficult battle, facing external pressures such as deregulation, a severe industry and economic downturn and declining prices. Capital Expenditure (CAPEX) is dropping as operators delay or cut back on spending. With the internet economy, digital media and other telecommunications activities still trying to establish, there is a need for modern and efficient infrastructure that is becoming more critical and therefore, collaboration in infrastructure sharing between organisations is becoming a growing subject of interest to the telecommunication industry, as it is seen as an opportunity to reduce the costs of deploying infrastructure and of gearing investment towards under-serviced areas. In this study, an effort is made to assess how collaboration in terms of a joint venture between Neotel, Vodacom and MTN can have an effect in terms of infrastructure sharing by establishing how the approach can reduce costs (infrastructure building and operating) in Neotel and to assess the risks associated with it.

published_or_final_version / Architecture / Master / Master of Philosophy

Thesis. 1976. M.S.--Massachusetts Institute of Technology. Alfred P. Sloan School of Management. / Microfiche copy available in Archives and Dewey. / Bibliography: leaves 135-138. / M.S.

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