The local sphere of government in the Republic of South Africa is demarcated into three distinct municipal categories. These three categories represent metropolitan, district and local municipalities as, delineated in the Constitution, 1996 (RSA, 1996). A prominent intent of local government in South Africa is to achieve developmental goals and to deliver effective, effiecient and economic services to citizens. This means delivering services through programmes in a manner that encourages the sustained development of local communities. The Maquassi Hills Local Municipality (MHLM), located in the Dr. Kenneth Kaunda District Municipality of the North-West Province, has a responsibility to implement and achieve local government’s developmental agenda through good governance, public participation, as well as transformation of internal, organisational systems and processes. The ultimate aim is to provide basic services to local communities and to stimulate economic development within their area of responsibility. Contrary to this scenario of efficient, effective and economic service delivery in a democratic developmental local government, South Africa, thus far, typified low levels of service delivery to such an extent that many communities were driven to service delivery protests. The locus of this study, indicated as the MHLM, subsequently also experienced protests within the community, as a result of a low standard, or a lack of service delivery. As possible corrective measures to help achieve the developmental goals of the MHLM, through enhanced service delivery the study introduced a basis theory as “management by projects”. This theory or design is viewed as a vehicle for service delivery improvements. The study investigates these features at strategic, tactical and operational levels within the MHLM as organisation, and compares the implementation of these features to information gained from scholarly efforts. The application of the mentioned features at these three levels within the MHLM is, furthermore, analysed to discern possible disparities, in order to recommend corrective measures that may provide service delivery improvements by the MHLM in its area of operation. / MA (Development and Management), North-West University, Potchefstroom Campus, 2015

The local sphere of government in the Republic of South Africa is demarcated into three distinct municipal categories. These three categories represent metropolitan, district and local municipalities as, delineated in the Constitution, 1996 (RSA, 1996). A prominent intent of local government in South Africa is to achieve developmental goals and to deliver effective, effiecient and economic services to citizens. This means delivering services through programmes in a manner that encourages the sustained development of local communities. The Maquassi Hills Local Municipality (MHLM), located in the Dr. Kenneth Kaunda District Municipality of the North-West Province, has a responsibility to implement and achieve local government’s developmental agenda through good governance, public participation, as well as transformation of internal, organisational systems and processes. The ultimate aim is to provide basic services to local communities and to stimulate economic development within their area of responsibility. Contrary to this scenario of efficient, effective and economic service delivery in a democratic developmental local government, South Africa, thus far, typified low levels of service delivery to such an extent that many communities were driven to service delivery protests. The locus of this study, indicated as the MHLM, subsequently also experienced protests within the community, as a result of a low standard, or a lack of service delivery. As possible corrective measures to help achieve the developmental goals of the MHLM, through enhanced service delivery the study introduced a basis theory as “management by projects”. This theory or design is viewed as a vehicle for service delivery improvements. The study investigates these features at strategic, tactical and operational levels within the MHLM as organisation, and compares the implementation of these features to information gained from scholarly efforts. The application of the mentioned features at these three levels within the MHLM is, furthermore, analysed to discern possible disparities, in order to recommend corrective measures that may provide service delivery improvements by the MHLM in its area of operation. / MA (Development and Management), North-West University, Potchefstroom Campus, 2015

Este trabalho tem como objetivo apresentar um Modelo de Escritório de Gerenciamento de Projetos, que viabilize o atendimento diferenciado a clientes. Tendo em vista a expansão e a globalização do mercado associada à crescente competitividade das empresas buscando atender os clientes, cada vez mais exigentes na qualidade dos produtos somados a seus interesses individualizados, surgiu a necessidade de adequar a produção para a personalização do consumidor. Essa modelagem foi estruturada a partir de um Estudo de Caso mediante uma pesquisa exploratória e buscou como fonte de referência a Bematech Soluções em Automação Comercial, empresa de grande porte do segmente eletroeletrônico, que se apresentou apropriada para o estudo face ao seu estágio de crescimento e à intenção de ampliar sua presença no mercado. Atualmente suas atividades comerciais estão voltadas para o atendimento de pequenas e médias empresas varejistas, mediante uma rede de revendas distribuídas regionalmente. Este procedimento, que é eficiente para o segmento, é um limitador para a ampliação de mercado desejado pela empresa. Em planejamentos realizados pela empresa definiu-se ampliar o espectro de clientes, buscando atender os grandes varejos com o oferecimento de soluções customizadas, a partir de uma linha produzida em massa. Esta pesquisa, portanto, apresenta como estruturar uma nova Unidade de Negócios fundamentada nos conhecimentos sobre um Escritório de Gerenciamento de Projetos, como elemento de proporcionar a Customização de Soluções para atendimento exclusivo a cada cliente. / This work has objective a Model Project Management Office that makes possible the differential attendance to customers. In view of the expansion and globalization of the market, associated to the competitive of the companies seeking to attend the customers, more and more demanding at the qualities of products added to their individualized interests, came up the necessity to fit the production for the consumers personalization. This modeling was structured from a Case Study by an exploratory research and attempted source the Bematech Solution in Commercial Automation, enterprise of great importance at the hardware segments, that presented itself proper for study, according to its period of growth and the purpose to extend its presence in the market. Today, its commercial activities are turned toward the attendance of small and average retail companies, through a net of resale distribution regionally. This procedure, that is efficient for the segment, limits the magnifying of the market required by the company. In planning carried out by the company, it was defined the specter of consumers, trying to attend the great retails with the proposing of customized solutions, from a mass producing line of products. This research, therefore, presents how to frame a new Business Unit based on the knowledge on an office of Project Management Office (PMO), as element to provide the Customization of Solutions for each customers exclusive attendance.

The current established historiography of the field of project management dates back to the 1950s and there is little known about the development of this field prior to the Second World War. Critical scholars within this field have challenged the timeline for project management. This historical research provides evidence of project practices prior to the twentieth century by introducing the activities of projectors, who are currently unacknowledged within the field of project management. The title of projector was assigned to initiators and/or promoters of the idiosyncratic activities that combined elements of public and private gain and were known in the period as projects. The research investigates the genesis of the ‘projector' name and maps out the activities of projectors and their involvement within English industrial and economic development. Projectors and their schemes are explored through three different foci. The first focus is archival, exploring a seventeenth-century project within the textiles industry carried out by the projector Walter Morrell. This analysis highlights a number of practices within Morrell's project similar to modern project management, and potentially informs the history of project management. The second focus is through the lens of the late seventeenth-century writer and projector Daniel Defoe, whose seminal publication on projects was reprinted multiple times and consequently shaped public opinion on projectors and the undertaking of projects, this focus was socio-historical. The third focus relates to public-private interest, which played an important role in projectors’ undertakings and strongly influenced the connotation of the title ‘projector’. This theme is examined through existing PhD theses of scholars who studied the activities of projectors in seventeenth-century England. These three foci inform the contribution this thesis makes to project management history. The originality of this work is in acknowledging the activities of projectors within seventeenth century England, which has implications for project management histories.

Thesis (Eng.D.)--City University of Hong Kong, 2009. / "Submitted to Department of Manufacturing Engineering and Engineering Management in partial fulfillment of the requirements for the degree of Engineering Doctorate. Includes bibliographical references.

Este trabalho tem como objetivo apresentar um Modelo de Escritório de Gerenciamento de Projetos, que viabilize o atendimento diferenciado a clientes. Tendo em vista a expansão e a globalização do mercado associada à crescente competitividade das empresas buscando atender os clientes, cada vez mais exigentes na qualidade dos produtos somados a seus interesses individualizados, surgiu a necessidade de adequar a produção para a personalização do consumidor. Essa modelagem foi estruturada a partir de um Estudo de Caso mediante uma pesquisa exploratória e buscou como fonte de referência a Bematech Soluções em Automação Comercial, empresa de grande porte do segmente eletroeletrônico, que se apresentou apropriada para o estudo face ao seu estágio de crescimento e à intenção de ampliar sua presença no mercado. Atualmente suas atividades comerciais estão voltadas para o atendimento de pequenas e médias empresas varejistas, mediante uma rede de revendas distribuídas regionalmente. Este procedimento, que é eficiente para o segmento, é um limitador para a ampliação de mercado desejado pela empresa. Em planejamentos realizados pela empresa definiu-se ampliar o espectro de clientes, buscando atender os grandes varejos com o oferecimento de soluções customizadas, a partir de uma linha produzida em massa. Esta pesquisa, portanto, apresenta como estruturar uma nova Unidade de Negócios fundamentada nos conhecimentos sobre um Escritório de Gerenciamento de Projetos, como elemento de proporcionar a Customização de Soluções para atendimento exclusivo a cada cliente. / This work has objective a Model Project Management Office that makes possible the differential attendance to customers. In view of the expansion and globalization of the market, associated to the competitive of the companies seeking to attend the customers, more and more demanding at the qualities of products added to their individualized interests, came up the necessity to fit the production for the consumers personalization. This modeling was structured from a Case Study by an exploratory research and attempted source the Bematech Solution in Commercial Automation, enterprise of great importance at the hardware segments, that presented itself proper for study, according to its period of growth and the purpose to extend its presence in the market. Today, its commercial activities are turned toward the attendance of small and average retail companies, through a net of resale distribution regionally. This procedure, that is efficient for the segment, limits the magnifying of the market required by the company. In planning carried out by the company, it was defined the specter of consumers, trying to attend the great retails with the proposing of customized solutions, from a mass producing line of products. This research, therefore, presents how to frame a new Business Unit based on the knowledge on an office of Project Management Office (PMO), as element to provide the Customization of Solutions for each customers exclusive attendance.

This thesis is about risk management in fast-track construction projects. The aim of the study is to identify the risks in the UAE construction industry, understand how they are dealt with, and propose more effective frameworks for risk management in fast-track construction. A mixed method approach was used to fulfil the objectives of the study. 65 questionnaires were distributed to professionals in the construction industry, including contractors, sub-contractors, project managers and private consultants. Their responses were analysed using statistical techniques, and the results taken for discussion to a focus group of eleven experienced construction managers and experts. Secondary data was also collected via literature reviews of print and website articles, and of books and documents from company, government and industry-specific databases. The findings show that risks in construction projects can be internal or external, and that in the UAE, owner- and design-related risks are seen as the most significant. Knowledge about risk management is present, but more needs to be done to eradicate the problems associated with poorly managed fast-track construction projects. Using the suggestion of the focus group, a framework for risk mitigation was developed based on the Alien Eyes’ risk and Qualitative Risk Management models. The study discusses the implications of risk management for practitioners and academicians in the construction industry. Poor risk management, which is usually the consequence of inadequate recognition of and/or responsiveness to risks and uncertainties, can have a devastating impact upon projects. It is hoped that practitioners applying the findings and suggestions in this study will see positive change, improved profitability and greater competitive advantage as a result.

This thesis describes in depth what the steps for a successful business project are: from an idea to its implementation. Every business project may be regarded as an investment. I followed the institutions involved and then the instruments needed, but the next logical step in order to complete the picture would be the human factor. Because all the knowledge base on how to support the mission (idea and its goal), how to manage the project, and what kind of players to involve in the end is executed by people. Humans are incapable of predicting the future, but are perfect in adapting to new realities. Similarly, no capital budget can be perfectly coinciding with expected performance. No matter how many times the facts are checked the perfect balance is lost with time. My goal with this topic was to show that in order to bring business value and competitive advantage, good knowledge of the processes and methods is paramount. Careful planning and execution can bring in synchrony idea, raising capital, risk management, capital budgeting and execution close enough, so that in the end a business project may be titled successful.

[pt] Na literatura disponível hoje, encontram-se exemplos da utilização do Scrum em projetos e times pequenos, deixando um questionamento sobre a possibilidade de utilização desta metodologia em projetos e/ou times grandes. Esta dissertação tem por objetivo examinar casos práticos de empresas conhecidas onde foi utilizado Scrum em projetos grandes, enfatizando as dificuldades encontradas ao longo de todo processo e as soluções adotadas, destacando as práticas que levaram os projetos a obter sucesso. / [en] In today s writings, there are many examples of using Scrum in small teams and projects, leaving a knowledge gap about the possibility of applying Scrum in big teams and large projects. This work aims at presenting case studies in known companies where Scrum has been applied in large projects, emphasizing the roadblocks found throughout the process, and the solutions adopted, highlighting the practices that lead the projects to success.

[pt] Este trabalho tem como objetivo abordar o modelo de gestão, a interação entre os conceitos de planejamento estratégico, gestão de projetos e portfólio e entender como essa interação ocorre nas empresas do Grupo EBX. Analisa, também, em que medida o gerenciamento reflete o direcionamento traçado no planejamento estratégico de cada empresa. Foram estabelecidas quatro proposições, que segundo a literatura estudada seriam os alicerces para o perfeito desdobramento da estratégia definida e os projetos gerenciados nas organizações: a) uma efetiva execução do planejamento estratégico de uma organização depende da qualidade da própria estratégia formulada; b) a organização deve seguir a estratégia e não o inverso; c) a estratégia deve envolver diretamente as pessoas; e d) a estratégia depende da implementação de iniciativas capazes de transformar a organização para os desafios futuros (melhoria de processos internos). Foram entrevistados oito executivos de diferentes empresas do Grupo EBX durante o primeiro semestre de 2011. A análise do conteúdo das entrevistas possibilitou a conclusão, juntamente com a literatura, da situação do Grupo EBX acerca do tema e de suas práticas de gestão da estratégia dos seus empreendimentos. O resultado da pesquisa sugere algumas ações a serem traçadas. A principal conclusão é a de que, a partir das proposições formuladas, a estratégia não foi efetivamente desdobrada para todos os níveis das empresas, tampouco suportada como deveria, gerando, em alguns casos, um desalinhamento entre os projetos gerenciados e o plano de negócios de cada empreendimento. / [en] This work aims to address management model, the interaction between the concepts of strategic planning, project management and portfolio management and understand how this interaction occurs in the EBX Group organizations. It also analyzes how the management reflects the direction outlined in the strategic planning of each company. Four propositions were established for this paper, which according to the literature studied would be the perfect foundation for the unfolding of the strategy defined and project management in organizations: a) an effective implementation of the strategic planning of an organization depends on the quality of its strategy set, b) the organization should follow the strategy and not the reverse; c) the strategy must involve people directly, and d) the strategy depends on the implementation of initiatives to transform the organization for future challenges (improving internal processes). Interviews were done with eight executives from different companies of the EBX Group, during the first semester of 2011. The content analysis of the interviews allowed the conclusion, together with the literature, the situation of the EBX Group on the subject and its practical management strategy for their enterprises. The survey results suggest some actions to be traced. The main conclusion is that, from the propositions formulated, the strategy has not been effectively deployed to all levels of companies or supported as it should, leading in some cases, a misalignment between the managed projects and business plan of each enterprise.