The execution of construction projects commands a myriad of technological, human, organisational and natural resources. However, the construction and engineering undertaking of these projects are frequently overshadowed by economic difficulties, such as the high costs of construction materials, that have a negative impact on project costs. Cost overruns have been determined as a phenomenon continually plaguing the construction industry in both private and public sectors, and very few projects are completed within cost parameters. This research evaluated the barriers to the use of innovative cost control techniques during the construction phase, and determined the level of cost overruns on construction projects in South Africa; identified innovative cost control techniques used by construction firms on construction projects; established the optimal innovative cost control technique used in the South African construction industry; and uncovered the relationship between the level of use of innovative cost control techniques on construction projects and cost overrun. Questionnaires were the chosen instrument for data collection and were circulated via Survey Monkey. A total of 123 questionnaires were returned, and they provided the base for the computation of study results. Statistical tools employed in the study included percentages, mean item score (MIS), and frequency distributions. A scatter plot was used to distinguish whether there was a correlation between the cost performance of projects and level of innovativeness by establishing a line of best fit through the set of the two variables. A line of best fit in the positive direction indicates that increased levels of innovativeness improves the cost performance of projects, while a line of best fit in the negative direction indicates that increased levels of innovativeness does not enhance project performance. The relationship between the level of innovative cost control techniques usage in construction projects and cost overrun was determined to be negative. This led to the conclusion that construction professionals are limiting themselves and are not exploring alternative or innovative cost control techniques. They were focused on project efficiency and productivity rather than cost overruns. Innovative cost control techniques identified in the study were Earned Value Analysis (EVA), Last Planner System (LPS), 4D Scheduling, Fuzzy Project Scheduling, Integrated critical path and Line of Balance, and Reserve Analysis. Study findings determined that the critical contributors to cost overruns included tight project budgets, project complexity, a high frequency of change orders by clients and financial difficulties encountered by contractors. Perceived barriers to the implementation of innovative cost control techniques in projects by participants included a poor scope definition, a lack of training and technical skill of project personnel, poor understanding of cost analysis and variables involved in cost planning. It also emerged that projects cannot meet project objectives, and construction organisations are not making use of the right tools and techniques to monitor and control construction costs. The research findings have shown that professionals have limited knowledge of innovative cost control techniques. This also concludes that they are not taking advantage of the features of new innovative techniques to tackle complex projects. This, therefore, means that complex projects will continue to experience cost overruns. This study concludes that top management of construction organisations are not training their staff to embrace new technologies and innovation. To address the barriers to the use of innovative techniques, there should be increased investment on the part of construction organisations toward affording their workforce the relevant training, knowledge and technical skill required to implement the modern techniques for cost control identified in the report. The cidb should organise seminars and workshops on the usefulness and importance of innovative cost control techniques, and workers should embrace self-development and change. Government should implement policies on the use of innovative cost control techniques for their projects, and construction organisations should develop capacity in line with innovative cost control techniques.

The systematic, downward trend in state funding support to public higher education has resulted in many higher education institutions undertaking large-scale, coordinated fundraising projects or capital campaigns in order to increase third stream income. There is a dearth of research which explores stakeholder management – one of the key knowledge areas in project management – in the public higher education fundraising environment. This research study set out to identify the issues which need to be considered when developing a stakeholder management strategy for fundraising projects at a South African public higher education institution. A qualitative, case study approach was adopted, with semi-structured interviews used to obtain the data. Thematic analysis was used for identifying and analysing patterns or themes within data. The University of Cape Town (UCT) was selected as the case. The research identified that there are a number and variety of stakeholders in the UCT fundraising environment. This could give rise to project complexity affecting the stakeholder landscape. The research highlighted there was a main focus on internal stakeholders, as well as certain external stakeholders necessary for providing third stream income to the university. Some of the strategies used to manage stakeholders were also those identified as critical success factors for effective stakeholder management. The research highlighted the importance of relationship management and stewardship as stakeholder management strategies, which supports the normative approach of stakeholder management. The study found that internal stakeholders possibly cause uncertainty in projects, and hence stakeholder management strategies could mitigate against the possible negative effects.

Information technology project success rates remain low despite increased investments in information systems and their importance for contemporary organisations. Both research and practice suggest that stakeholders play a key role in ensuring the successful delivery of projects. The success or failure of a project is significantly influenced by a combination of the stakeholders' needs, and the ability and readiness of the project manager to effectively coordinate and manage these aspects. This research sought to explore and understand the importance and management of IT project stakeholders. A mixed-method approach, using thematic analysis and descriptive statistics was followed. Semi-structured interviews, along with a survey questionnaire, were conducted with a selected sample of IT project managers and IT managers, from various sectors. Results of this study indicate that the project team, technical expert, subject matter expert, and the project sponsor are considered the most important stakeholders on IT projects. Furthermore, the results indicate that supplier/vendor, customer/client and project team are considered to be the stakeholders that cause the most uncertainty and problems on IT projects. Lastly, the results of this study indicate that failure to identify one or more stakeholders on an IT project can have a potential negative impact on overall project delivery. Key themes were also identified which provide context to the results of the findings. The results of this research will prove beneficial to IT project managers as it will assist in providing insight into which stakeholders require greater focus regarding stakeholder management, thereby working toward improving IT project delivery results.

Purpose – The considerations of non-real estate private organisations in South Africa when outsourcing their corporate real estate management (CREM) functions are examined. The investigation seeks to determine the elements that impact the decision to outsource CREM functions; the characteristics looked for in service providers and if there is a mismatch between what corporate entities desire from CREM outsourcing and what service providers deliver. Design – The study is grounded on a broad analysis of the literature globally and locally; as well as data collected through semi-structured interviews to build four (4) case studies; to gather information about a small set of organisations, within the Johannesburg Metropolitan area of South Africa, on their CREM outsourcing activities. Inductive content analysis will be used to analyse the data collected. Findings – All the organisations outsource parts of their CREM. However, the incidence of CREM outsourcing has neither increased nor decreased in the last three (3) years. Four (4) CREM services are outsourced; facilities management is the most frequently outsourced, followed by subject matter expertise in second and real estate management and transaction management in joint third. The majority of the organisations adhere to a global outsourcing strategy, as opposed to a local or no strategy. Correspondingly, the majority of the organisations have a formal guideline. Seven (7) motives or drivers for CREM outsourcing were uncovered. Access to technical expertise and flexibility were both in first place, followed by cost savings and lack of internal resources in joint second and access to local expertise, focus on core business value chain activities and risk mitigation in shared third. South African organisations identify service providers through four (4) mechanisms: firstly a request for proposals (advertising), direct approach in second and associate recommendations and third-party search in joint third. Seventeen (17) characteristics were identified that influence the selection of a service provider. Of greatest weight is references/reputation, relevant experience, the amount of fee charged and technical expertise in joint first. In joint second; local experience, understanding the client’s organisation, flexible service terms, integrity of approach, regulatory compliance and business values and ethos. This is followed by service provider capacity, individual capability, unconflicted, strong management capability, transparency, strong advisory capability and trust in shared third. The majority of the organisations judged CREM outsourcing successful and twelve (12) attributes were identified that impact the success of CREM outsourcing. Strong advisory capability dominated the list, followed by understanding the client’s organisation and technical expertise in mutual second place. In shared third place, unconflicted, strong management capability, professional integrity, market knowledge value-add, delivering the pledged service, flexible service terms, responsiveness, cost savings and transparency. Practical Implications – A strengthened and grounded understanding of the considerations of non-real estate private organisations in South Africa within the process of CREM outsourcing, will provide an empirical foundation upon which service providers may base their strategic positioning within the local market.

Purpose - The research reviewed risk management tools for construction projects and the implementation of project management strategies, in which prominence is found in the use of the integrated use of value management and risk management adapted from the Integrated Approach for Soft Value Management. The study was based on a school construction project which was used as a case study at which the researcher’s role is that of ‘Project Manager’. The project status before the study was that it was almost 100% behind schedule and experienced a wide variety of problems ranging from constant site shut-downs due to community protests, contract scope changes, poor quality workmanship and material related setbacks. The study, through literature review, considered some of the methods currently used in the built environment to mitigate unforeseen problems to construction projects and ascertained the extent to which these tools and techniques for risk management on construction projects were used. The idea behind this was to review, document and package the application of a project management strategy that would be suitably effective for resolving the problems faced on the project site. Design – The research design used in this study was the ‘Case study design’ and ‘Experimental design’ in which the ‘Action-research’ approach and ‘Embedded survey within a case study’ were employed on the construction project site, managed by the researcher in his capacity as Project Manager. This was done by organising role-players as participants in focus group workshops facilitated by the researcher where the participants interacted with the researcher and amongst themselves in an effort to identify and find possible problems affecting the project. The researcher introduced stimulating action to project management processes based on the information sourced from the literature review and data obtained from focus group workshops where the outcomes were observed, recorded, analysed and conclusions drawn. Results – The investigation results revealed that the applied management strategies in form of the approach adapted from the integrated use of value and risk management provided a conclusion that the approach was an effective and preferable technique to use in comparison with the commonly used contingencies and float for risk management on construction projects. The above processes also confirmed its relevance as an appropriate technique for risk management of most unforeseen problems which have an effect on the three constraints of time, cost and quality. A further analysis of literature reviewed, which was also supported by other studies previously undertaken, concluded that most professionals in the construction sector such as Quantity Surveyors, Construction Managers, Project Managers and Architects were aware of Value Management but rarely applied it on projects for risk management purposes. Practical Implications – Developing a standard model for the implementation of measures to deal or manage unplanned problems on a project is a challenge as most projects do not have a set model to deal with unforeseen project problems which compels the reliance on contingencies and float. However, any envisaged model must be supported by a quality control system which allows for easy implementation of interventions. The prototype step model conceptualised by the researcher is intended to enable project functionaries and project managers through its unique and easy steps to navigate through any problem which may be encountered on a project. This is regardless of the project phase in which such challenges manifest as there is no preferred model capable of resolving much more than one setback at any given time in comparison with the strategy recommended by this study, which may also be applicable to other sites where similar dynamics exist. Limitations – The study was conducted in a confined environment which required to be confirmed through longitudinal research which is broader and based on many different projects hence the results could not be generalised but only limited to the current project and further research was recommended. The single case study design was also a limitation as the results were not broad enough and were also subjective for generalisation to other project sites. Conclusion – This project management strategy in which the integrated value management approach was used has the potential of being employed as an intervention technique for unforeseen problems related to construction projects provided the processes derived from further research are documented and packaged into a process to be used as a standard model. The project management strategy has the potential to mitigate problems related to time, cost and quality only during the three phases of the project which are, initiation, planning, and implementation and excludes the closing phase to enhance project value. In iii essence, when the project cost and time are effectively managed and reduced, with enhanced quality, the result is an improved project with significant prospects of success.

Reports from members of the civil engineering industry in South Africa claim that the industry is struggling and that there is a drain of technical expertise from the country. Some role players blame the cost-based competitive building procurement strategy currently widely used by the public sector, while others believe the Traditional Building Procurement Strategy is to blame. This study investigates circumstances surrounding the current South African building procurement strategy to establish if there are problems with the current system, identify what those problems are and investigates what alternatives can be implemented to positively affect project delivery. A single Case study is used to interview fifteen respondents in the civil engineering industry. Interviews with municipal officials, consultants and contractors are held and the results of the interviews are analyzed. The results of the study indicate that a cost-based building procurement strategy is leading to poor project delivery and client dissatisfaction as too much focus is put on pricing and preference criteria instead of quality criteria. Contributing to the dire situation are consultants having to tender at excessive discounts to ensure the procurement of services. This also leads to a drain of technical skills in South Africa and a lack of technical capacity in Local Government to provide the necessary input during project execution. Few of the respondents have been involved in any alternative building procurement strategies. The interpretation of legislation by the municipal officials during the tender evaluation process seems to add to project delays and over-expenditure on projects and many of the respondents believe that the current strategy was developed specifically to curb corruption and therefore change is not imminent. The study concludes that the industry’s representative bodies needs play a bigger role in informing National Government of the current problems associated with public-sector delivery in order to effect policy changes. Only then it can be implemented at Local Government level to ensure an improvement in public-sector delivery.

Purpose: The research study investigated the impact of the Project Implementation Profile (PIP) tool on Interface Management (IM) in Public sector facilities projects focusing on KZN Department of Health as a case study. The study identified the interface management challenges encountered by the department and also the advantages that can be realised in using the PIP tool. Lastly the study outlined the impact the PIP tool can bring in improving interface management between stakeholders. Design and Findings: From the existing literature the interface challenges were categorized as financial, contract and specification, environmental and lastly other common problems. The research determined their relevance through a survey. Respondents listed additional challenges and highlighted the advantages and impact of the PIP tool in mitigating interface challenges during project implementation. Practical Implications: The findings outlined the interface management challenges, the advantages of using the PIP tool to mitigate the challenges and the impact the tool has in improving project success rate. However constraints were encountered as some stakeholders were skeptical in answering all the questions. Subjectivity of the information couldn't be avoided as respondents were giving their opinions. It is suggested that this research be expanded in scope to verify that the findings can be generalized. Background: KwaZulu Natal Department of Health (KZNDOH) experience Interface Management challenges in implementation of its infrastructure projects. This has lead scope creeps, time and cost overruns thereby reducing the project success rate. The PIP tool could be the answer in resolving challenges faced. Aim: The research intention is to establish the impact of the PIP tool when applied to the IM with the purpose of improving the probability of project success in KZNDOH. Methods: A Likert Scale questionnaire was used to establish the current IM challenges. This was coupled with an Action Research method establish additional challenges, the impact of the PIP tool and its advantages. Results: The research delineated IM challenges which reduce the project success rate. It also outlined the impact of the PIP tool which includes improved planning, monitoring and execution of projects. Conclusions: The PIP has a positive impact to the IM challenges as established by the research. Risks are mitigated early during planning, teamwork, efficiency is improved and scope is managed. There is reduction in time and cost overruns resulting in improved project success rate.

Background: Project Management has become a key activity in most organisations. Organisations are investing increasing resources in projects such as new product development, process improvement, or building new services. This research study has been conducted at a nuclear power plant and it explores the value of project stage-gates within a nuclear power plant. Research Purpose: To identify areas for improvement within the stage-gate review process within Nuclear Project Management. Research Objectives: The research study has considered the following research objectives: determining stagegate review process drivers; establishing the value obtained from the stage-gate review process; determining the impact of not conducting PLCM stage-gate reviews. Research Methodology: A qualitative approach was pursued with a survey questionnaire administered to sample and follow up interviews conducted with the same sample population. A questionnaire and interviews have been conducted with Project Managers (PMs) of the power plant to collect qualitative information about the stage-gate review process. Data has been analysed, interpreted and recommendations have been made. Research Findings: The research findings show that there is a general understanding of the stage-gate review definition; performing stage-gate reviews; purpose of the stage-gate and stage-gate drivers. However, this research study revealed that there are some gaps and little understanding regarding the benefits of the stagegate review process; impact of not conducting stage-gate reviews; stage-gate effectiveness and stage-gate monitoring. Therefore, there are various factors that need to be rectified to enhance the effective implementation of the stage-gate review process. Research Limitations: The research study focused on the projects run within the nuclear projects department, in order to simplify the data collection process. Strategic information that was deemed as sensitive or confidential could not be revealed explicitly during the course of data gathering and therefore inferences had to be made.

Project delays are common in construction projects, and at Koeberg Nuclear Power Station, modification and outage projects are not exempted from these delays. Subsequently, these project delays have a detrimental effect on the Eskom organization in terms of its mandate to supply electricity to promote and boost the South African economy. Therefore, timely project delivery within the Eskom business is of paramount importance in ensuring the utility honours its mandate. The aim of this research study is to identify factors and that influence untimely delivery of plant system modification projects which at times affect the timely delivery of outage projects at Koeberg Power Station. The research study focuses on the following objectives: (i) identification of factors contributing to untimely delivery of plant system modification projects at Koeberg Power Station, (ii) analysis of identified factors to determine the main determinants of untimely delivery of plant system modification projects, (iii) assessing whether a gap or correlation exists between the factors identified through the study and the factors the project management fraternity believe to have a significant contribution to the untimely delivery of projects, and (iv) to recommend mitigating measures that Koeberg Power Station may consider in addressing the consequences of identified project delay factors on modification projects. Through the use of interactive management research methodology, a total of 92 identified project delay factors were reduced to 21 principal project delay factors that form part of the interpretive structural model. The results of the research study show that the main determinant of modification project delays at Koeberg Power Station is the "proficiency of a project manager". Proficiency of a project manager relates to the ability of a project manager to accomplish the required project tasks based on his or her skills, competency, and experience within the project management field. Inadequate proficiency of a project manager was found to be the major cause of modification delays at Koeberg Power Station. Proficiency of a project manager could not be directly matched with other project delay factors identified from the reviewed literature, but it could be matched with the "poor professional management" identified by Fugar and Agyakwah-Baah (2010). In addition, the matching of "proficiency of a project manager" project delay factor could also be established through other project delay factors identified by this study. These include poor leadership, competency, and skill of a project manager in communication, planning, coordination, risk management, and scope management. The study found that, a total of 9 out of 21 project delay factors identified are unique to Koeberg Power Station.

Project governance sets the guidelines and operational framework that dictates how decisions should be made during the project process to increase the prospects of successful project delivery. Understanding a project governance mechanism and its complexities and resolving challenges in the application of project governance practices are steps in the right direction to effectively entrenching a project governance mechanism in the organization's projects. This research probes the role of governance in the management of projects. The research followed a qualitative approach using case study method. Questionnaires and document reviews were used as data collection tools. Case data was collected from 6 interviewees and 6 completed projects. Thematic analysis was used to analyse data. The research revealed that PRASA entrenches a governance framework for its projects at different levels of the organization. PRASA follows a standardized structure and work methods that are based on the Project Management Body of Knowledge (PMBOK) framework of standards and best practices. The format of the project governance framework to a high degree adheres to the recommendations made by the project governance literature, with various roles and responsibilities such as the sponsor, steering committee, project management office, and a project manager. The application of the governance framework on the projects was found to be similarly applied in the projects reviewed. While certain processes and mechanisms to facilitate the application of a governance mechanism exist, various factors were found to hamper the practical application of the governance framework. Large project steering committee with limited decision making powers, substantial dependence on contractors for project management know-how, long procurement process cycle were some of the factors found to hamper effective application of the governance framework. The research concludes that the limitations in the existing framework as well as the challenges to effective application of the framework are thought to contribute to projects that are late and over budget.