Thesis (MBA)--Stellenbosch University, 2001. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Cape of Good Hope Bank limited is a subsidiary company of Nedcor Limited. The Bank was established in 1831, making it the oldest Financial Institution in South Africa. As a competitor within the financial services sector, the Bank has increasingly been faced with issues that include changing client needs, increased competition, and an ever increasing operating cost structure. The Treasury and Investments Division of the Bank, which is responsible for the funding side of the business, is primarily focussed on the receiving of deposits from the corporate and retail markets. The emphasis within this mini thesis, is within the retail sector, that of the investments received from 27000 individual clients serviced from 12 "Investment centers" geographically found within the Cape Peninsula. The activities within the Division are dynamic and require continuous change in order to remain competitive. The need to integrate activities and decision making across functional areas in order to gain synergy, has resulted in the use of matrix type teams that operate across functional units, using knowledge and expertise found therein. This approach has necessitated the introduction of the principles of project management as a methodology to implement the desired changes. The projects to date have had mediocre implementation, indifferent emphasis, no real ownership or vested interest, and a lack of follow through. The effect is compounded into a lack of delivery on expectations, and allows for wasted effort, time and at greater cost. In order to understand why the above issues are occurring, this mini thesis attempts to offer that there is an ideal "culture" within which project management operates successfully, and that the current culture of the division is different to the "ideal". The role of the leader, in shifting the culture closer to the ideal, is of paramount importance. It has been suggested that the style of the leaders need to be modified in order to become more effective as divisional change agents within the sphere of successful project management methodology. / AFRIKAANSE OPSOMMING: Kaap die Goeie Hoop Bank is 'n filiaalmaatskappy van Nedkor Beperk. Die Bank is gestig in 1831 en is die langste-bestaande Bank in die land omdat dit in die kompiterende finansiële dienstesektor moet oorleef, is dit blootgestel aan veranderende kliëntbehoeftes, koste druk en 'n groeiende mededinging. Tesourie en Beleggings divisie van die Bank, wat veranwoorderlik is vir die befondsings funksie, fokus primêr op die aantrekking van deposito's uit die korporatiewe en persoonlike markte. Hierdie werkstuk lê klem op laasgenoemde waar beleggings van 27000 individuele kliente bedien word vanaf 12 beleggingsentra versprei oor die Kaapse Skiereiland. Die aktiviteite van die divisie is dinamies en vereis voortdurende verandering om tred te hou met markveranderinge. Die behoefte om besluitneming en aktiwiteite oor 'n aantal funksionele areas sinergisties te integreer, het daartoe gelei dat matriks struktuur oor funksionele grense opereer en gebruik maak van kennis en kundigheid. Hierdie benadering noodsaak die aanwending van gesonde projekbestuurbeginsels om die nodige veranderinge metodies aan te bring. Tot dusver het implementering middelmatige sukses gehad as gevolg van geen werklike eienaarskap of gevestige belange, onvoldoende en wisselende prioriteite. Die gevolg was onvoldoende lewering teenoor verwagtinge en vermorsing aan tyd en koste. Om 'n beter begrip te kry van hierdie "onvoldoende lewering teenoor verwagtinge", poog hierdie minitesis om te soek na die ideale "kultuur" waar binne projekbestuur suksesvol kan plaasvind deur die huidige kultuur van die divisie te konstrasteer met die "ideale". Die rol van die leier is van hoogste belang om die kultuurverskuiwing te laat plaasvind. Dit word voorgestel dat die bestuurstyl van die leierskap aangepas word om meer effektiefte word as divisie "veranderings agente" sodat projekbestuur metodologie in die proses sukses kan behaal.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The development of computer software is a complex and laborious task, further complicated by the fact that copyright legislation is vague, at best. If the software is being developed for commercial exploitation then speed to market is essential and, even then, there is little to prevent skilled competitors from copying or even cloning the model. During the course of the year 2000 a team of developers, c ompr t s tn g Phillip Munday, Chris Vietri and the writer, not only managed to develop and prototype a complex loan evaluation software model, but have carried it through to the initial stages of a phased implementation and are presently involved in negotiations to sell the intellectual property rights (IPR) to a firm which specialises in the marketing of software to the banking industry internationally. It is virtually impossible for a single person to develop a model of this nature as it requires a comprehensive skills asset, including broad-based financial knowledge, specialised banking skills as well as a sound knowledge of information systems architecture, not to mention software p rogramming skills. The implementation and subsequent sale of the model further required comprehensive project management skills as well as the human resources understanding required for the substantial change management involved. Each of these 3 parties brought not only their particular exp ert i se to the table, but also a holistic view of the final shap e and form of the model. As is the case with projects of this magnitude numerous difficulties were encountered. These were, however, all overcome, via a series of iterations, and the model was introduced to the business on schedule. The implementation itself was fraught with difficulty, but the combination of a phased approach, together with comprehensive training and support, has led to the acceptance of the model by business users. There remain some technical difficulties which require to be resolved, particularly the disappointing performance of the model over a wide area network and also its integration with existing systems, but the model itself has exceeded expectations. It is simple to use, allows for a comprehensive and focused loan assessment and offers the ability to perform sophisticated sensitivity analysis in a fraction of a second. The model is now in its final shape and has been formally named Version 1.0, yet a great deal of work remains. We, as a bank, are not ideally suited to become purveyors of software and need to expedite the transfer of the IPR to a neutral party, to avoid local banks who might wish to purchase it from viewing our involvement with suspicion. Once this has been done, and the final phase of implementation concluded in March 2001, we will be able to move on to the exciting task of creating derivatives of the model, aimed at meeting the needs of other elements of the industry. / AFRIKAANSE OPSOMMING: Die ontwikkeling van rekenaar-sagteware is 'n lang en intensiewe proses. Hierdie proses word voorts bemoeilik deur onvoldoende en ongetoetsde patentreg-wetgewing. Wanneer die doel van sagtewareontwikkeling winsbejag is, is leweringspoed na gebruikers van die uiterste belang aangesien menige mededinger die vermoë het om 'n model na te boots en te verbeter. Gedurende die afgelope jaar het 'n ontwikkelingspan bestaande uit Phillip Munday, Chris Vietri en die skrywer 'n werksmodel van 'n gesofistikeerde, krediet-evalueri ng sagteware modelontwikkel. Nie net is hierdie model deurgevoer tot 'n gefasseerde, interne implementering nie; dit is nou vêr genoeg ontwikkel om die intellektuele eiendomsreg te verkoop aan 'n groep wat toegespits is op die bemarking van bankgerigte sagteware op 'n wêreldwye basis. Dit is bykans onmoontlik vir een persoon om 'n soortgelyke model te ontwikkel weens die omvattende finansiëIe - en bankpraktyk kennis wat vereis word. Verdere vereistes is 'n deeglike kennis van sagteware argitektuur en programmering. Die implimentering en verkoop van die program vereis ook wye kundigheid op die gebiede van projekbestuur en vernuwingsbestuur weens die potensiële strukturele veranderinge in 'n nuwe gebruiker. Elkeen van die 3 partye het benewens sy eie kundigheid ook 'n oorsigtige bydrae gelewer tot die finale model. Soos met elke projek van hierdie omvang was daar groot struikelblokke. Die uitdagings is oorkom deur menige probeerslae en die model is betyds aan die besigheid bekendgestel. Die implimentering was moeiliker as verwag maar deur 'n gefasseerde proses en omvattende opleiding en ondersteuning is aanvaarding deur gebruikers verseker. Daar is enkele, onopgelosde tegniese probleme soos die swak werkverrigting oor 'n wye' area-netwerk en die moeilike integrasie met bestaande stelsels. Desnieteenstaande het die model die meeste verwagtinge oortref. Dit is maklik om te gebruik, dit verseker deeglike krediet-evaluering en dit skep die geleentheid om veelvuldige sensitiwiteitsanalises tegelykertyd te doen. Die modeI is nou in sy finale weergawe en is bekend as " Version 1.0 " maar dit vereis nog heelwat skaafwerk. As 'n bank is ons nie geskik om sagteware te voorsien nie en daarom moet die verkoop van die intellektuele eiendomsreg na 'n tussenparty bespoedig word. Dit sal verhoed dat ons bank se betrokkenheid met agterdog deur plaaslike banke bejeën word. Wanneer dit bewerkstellig is en die finale implimenteringsfase is voltooi teen Maart 2001, kan ons beweeg na die opwindende taak om afgeleide modelle te ontwikkel wat sal voldoen aan wyer sektor-behoeftes.