M.Ing. (Engineering Management) / Driving sustainability, optimising return on investments and cultivating a competitive market advantage, are imperative for organisational success and growth. In order to achieve the business objectives and value proposition, effective management strategies must be efficiently implemented, monitored and controlled. Failure to do so ultimately result in; financial loss due to increased capital and operational expenditure, schedule slippages, substandard delivery on quality and depreciation of market share. This research paper investigates and discusses management strategies with the focus on integration of effective portfolio management, efficient system development life cycles and optimal project control to ultimately drive organisational sustainability and growth. With the aid of this research, optimal decisions on project/organisational venture selection can be made. Furthermore, integrating portfolio management strategies with system development life cycles and optimal project control strategies, will optimise an organisational portfolio and enhance the probability of project and organisational success.

D.Ing. (Engineering Management) / The requirements discipline is at the heart of systems engineering, software engineering and business analysis. When a solution needs to be developed, built or bought that will be useful to the users and that will achieve the intended business goals, the problem needs to be understood before a possible solution can be developed. This process of understanding the problem that needs to be solved and what the solution should achieve is referred to as the requirements process. Requirements are the input to the solution development process. If the requirements are incorrect, the developed solution will not be useful. The purpose of this study was to discover the social behaviour of practitioners that causes the communication breakdowns during the requirements engineering process. Requirements emerge from the social interaction and communication between the requirements practitioner and the various stakeholders. The main problems with the requirements engineering process are communication and coordination breakdowns, as well as the lack of domain knowledge or understanding of the problem. These challenges are all related to the social interaction during the requirements engineering process that impacts the quality of requirements. Researchers have made significant progress in the development of methodologies. Tools and techniques are available for improving the quality of requirements. However, in practice, requirements are still produced with errors which then leads to unsuccessful solutions to problems. The requirements engineering process is executed within a social context. These social elements should be taken into consideration to improve quality. Based on the results collected from real-world practice as well as people’s behaviour in the real world, a complete understanding of the influence on the requirements process was derived. This understanding was used to identify the social elements required during the requirements engineering process. A socio-technical view is provided of the social and the technical activities that should be facilitated by the requirements engineering process. This framework integrates the required communicative activities with the traditional requirements activity. This socio-technical framework for the requirements engineering process was developed based on a survey. The aim of this framework is to overcome the social behaviour that causes communication breakdowns and impacts on the quality of the requirements. The research contributes to the existing requirements knowledge base. The socio-technical framework developed for the requirements process concerns the communication breakdowns continuously highlighted as a contributing factor to poor requirements, by providing the social activities required during the requirements process as guidance. Secondly, the knowledge acquired provides adequate data on requirements practice for future research. Specific focus areas for practitioners and managers on how to improve the requirements engineering process without the adoption of any new tools or methodologies are also included in the results. Additionally, practitioners’ behaviour was determined. By determining these interaction and relationship patterns, communication can be improved and made more effective.

M.Ing. (Engineering Management) / Projects are often outsourced to an external project management office that has to adapt and operate in a matrix style organisational structure. This project management office is then forced to follow the project management framework enforced by their clients, especially if these clients operate on a global, multinational business level. In such cases it is common practice that the project management office also has to follow a strict procurement approval process to ensure controlled project capital governance, which often results in project baseline schedule delays. The source of these project schedule delays may even cause conflict between the project management office, the respective project manager and their common clients. As part of the current research, various procurement transactions within such a project environment were tracked as a case study to validate the approval efficiency of all approval authorities within the procurement process itself. The duration for transaction approvals were tracked in order to compare it with existing service level agreements between the relevant stakeholders. The results obtained from the above study indicate that the actual procurement approval duration is misaligned with the theoretical and expected procurement approval duration, confirming that existing service level agreements should be aligned with more realistic deliverable expectations. The current research confirms that the organisational structure of this particular matrix style project environment and the way in which the procurement process is governed for transaction approval, have a direct negative impact on project deliverables; especially on the baseline schedule. The current research also confirms that the client organisation should be sensitive in how they structure their project organisational environment as over-governance of the procurement process can often result in unexpected schedule delays. This over-governance of the procurement process exposes various inefficiencies in the overall process, without necessarily enhancing overall project governance. The current research shows that restructuring of the procurement approval process could reduce the procurement approval duration, and present a more realistic service level agreement between the project stakeholders. This will allow the project manager to more accurately define his baseline project schedule and align all stakeholders’ project schedule expectations.

M.Ing. (Engineering Management) / Broadly speaking, communication forms an integral component of everyone’s daily activities, be it on a personal level amongst family and friends, or in a professional environment. In many instances, the ability of project teams to communicate effectively and efficiently is taken for granted by project managers, which can result in projects being late or incomplete. However, the importance of Project Communications Management is evident in the fact that the Project Management Institute (PMI) dedicates a chapter to Project Communications Management in the PMBOK® Guide. The current research seeks to understand what effect communication has on a project, and how it can be successfully managed during a project. The research in the form of a case study investigated the state of communications within a project department, with the aim of identifying whether a lack of communication during a project is a contributing factor to projects being late or incorrect. The department in question is responsible for supplying the mining industry with critical conveyor drive equipment. The case study research was conducted utilizing the procedure outlined in the Organizational Project Management Maturity Model (OPM3®). The research found that certain areas in the department lacked the basic requirements for effective communications, and that a lack of communication between various stakeholders during a project could negatively influence the success of a project. These findings were compared to those of independent research by the PMI into global trends of project communications. The important aspects relating to Project Communication Management were discussed, and a workable solution to the problem was proposed. It was found that by implementing a communication plan in the department, and encouraging a culture of open and honest communications, the organization can expect to see an improvement in project success.

The Domain Name Service (DNS) infrastructure is a global distributed database that links human readable domain names with the Internet Protocol (IP) addresses of the resources that power the internet. With the explosion of cloud computing over the past decade, increasing proportions of organizations' computing services have moved from on-premise solutions to cloud providers. These services range from complete DNS management to singular services such as E-mail or a payroll application. Each of these outsourced services requires a trust delegation, that is, the owning organization needs to advertise to the world, often by DNS records, that another organization can act authoritatively on its behalf. What occurs when these trust delegations are misused? In this work, I explore the methods that can be used to exploit DNS trust delegation and then examine the top 1% of the most popular domains in the world for the presence of these exploitable vulnerabilities. Finally, I conclude with methods of defense against such attacks and the publishing of a novel tool to detect these vulnerabilities.

Please read the abstract in the section 00front of this document / Dissertation (MA (Information Science))--University of Pretoria, 2001. / Information Science / unrestricted

Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Civil Engineering, 1979. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND ENGINEERING. / Includes bibliographical references. / by Mark Ernest Beckham. / M.S.

A project report submitted to the Faculty of Engineering, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Science in Engineering / The rapid advances in technology and the greater complexity of projects generate an ever-changing environment within which the civil engineering consulting firms have to survive and grow. This changing environment increases the necessity both for greater specialisation_ (differentiation) and for. tighter co-ordination (integration). Abbreviation abstract) / Andrew Chakane 2019

The problem of project selection is of significant importance in management of information systems. Almost $2 trillion is spent worldwide every year on IT projects, with over $600 billion spent in the US alone. Traditionally, managers have being using the classical net present value (NPV) method in conjunction with multicriteria scoring models for ROI analysis and selection of IT project investments The multicriteria models use ad-hoc evaluation criteria to assign priority weights and then rate the alternatives against each criterion. These models have two limitations. First, the criteria and weights are based on subjective judgments, allowing the introduction of politics in the information management decision process and the generation of arbitrary results. Second, the classical approach uses deterministic estimations of the cost, benefits and the returns of the projects, without considering the impact of uncertainty and risk in the business decisions. This research proposed a better alternative for ROI analysis and selection of IT projects using a real option strategic scorecard (ROSS) approach. In contrast with traditional methodologies and previous research work, the ROSS decision framework uses a more comprehensive, axiomatic approach for systematically measuring both the business value and the strategic implications of IT project investments. The ROSS approach integrates in a unified IT project management decision framework the best elements of real option theory, strategic balanced scorecards, Monte Carlo simulations and analytical network processes to fully analyzes the effect of uncertainty and risk in the IT investment decisions. In addition, the ROSS approach complies with the critical success factors that have being identified in the literature for validation of IT decision frameworks. The main benefit of the ROSS approach is to enable managers to better compare and rank projects in the IT portfolio, optimizing the ROI analysis and selection of information system projects.

The purpose of the project is to provide the Department of Computer Science at California State University, San Bernardino with a software project management tool that will help companies in their software development. ReMoTe (Recursively Estimating Multi-Threaded Observation Technology Enterprise) will assist software engineering teams with defining their scheduled delivery dates, life-cycle definitions, team hierarchy, and communication. Using the object-oriented approach, ReMoTe can support any software life cycle model. ReMoTe can help manage and control the software process over the Web. It also allows people to manage software artifacts using database systems such as mySQL, Microsoft Access, or Oracle.