The construction industry in Malawi plays a vital role in developing the infrastructure of the country that is in need of improvement. Thus, in order to improve the quality of infrastructure in Malawi, the construction industry has to perform better than the status quo. The construction industry is characterised by a complex value chain that comprises of clients, consultants, contractors, and material manufacturers, suppliers, financing institutions, knowledge organisations and regulatory authority. This research looks at the relationship between construction value and project success in the Malawian construction industry. A qualitative research method was used for compiling the primary data for the study. Twenty-nine (29) participants were interviewed. These participants represented clients, consultants, contractors and material suppliers. The findings reveal that value creation in Malawi is characterised by lack of harmonised standards and specifications, inconsistent project management practices, existence of non-value adding activities, corrupt practices, lack of a skilled labour force, and lack of commitment to best practices in H&S as well as environmental management. Further, logistical problems affect the supply of construction materials to the country; while an unfavourable economic environment makes pricing of materials a challenge in the country too. Poor communication and limited use of information technology (IT) is very common in the industry and project implementation is also affected by a poor road network, an intermittent power supply, and a lack of cooperation from other service providers. In terms of supply chain structures in use, the research revealed that the traditional procurement method that is based on the lowest bidder / price is the most dominant method in use and very few members of the construction industry are conversant with other procurement methods. The method is also the preferred procurement method used by public sector clients. The performance of the traditional procurement method largely depends on the competence of the project design and supervision team, the adequacy of the documentation, and the capacity of the contractor. However, in most cases the system has failed to perform due to the poor contract management skills of the supervising consultant and the lack of timely guidance from the public sector clients. The findings also revealed that most of the suppliers or subcontractors are engaged on project based relationships, and members of the industry are unwilling to engage in long terms relationships due to mistrust and greed among members of the industry, and also largely due to lack of proper frameworks that can support such relationships. It is therefore recommended that other procurement methods should be explored and the engagement of the lowest price bidders should be discontinued on small and medium scale projects. The criteria for upgrading contractors to higher categories should equally be revisited to eliminate incompetent contractors. The NCIC should take a leading role in harmonising the various standards and specifications in use in the country. Promotion of the usage IT services should be encouraged to facilitate faster information dissemination. Usage of risk management in construction and evaluation and monitoring of projects should be encouraged and benchmark best practices. Finally, the members of the industry should take up the responsibility to take leading entities in the industry to task, if fundamental changes are to take place in the industry.

Práce řeší problematiku komplexních a heterogenních informačních systémů. V daném kontextu mapuje aktuální metody systémové integrace a jejich dopady na projekty (řízení, analýza, organizace). Uvedeny jsou základní principy a metody (například transakční princip, třívrstvá architektura atd.), a moderní vývojové a integrační metody (SOA, BPM, BRA, MDA). Dále je pak řešena problematika analýzy a projektového vedení v kotextu těchto principů a metod.

The aim of my thesis is the analysis of a reporting system for a business service and a leading the business service in ING Životní pojišťovna N.V., pobočka pro Českou republiku and an outlining the recommendations for a change of the present reporting system. The thesis is divided into two main parts. The first one is theoretical and deals mainly with a project and process management. Since the reports include mostly the numbers, data, which have higher or smaller predicative ability, the data and pieces of information of the company are listed in this part as well. The second part of the thesis includes a practical analysis in ING Životní pojišťovna N.V., pobočka pro Českou republiku. As this has been planned in the company as the project, I regard it the same way in the thesis. This part is divided into three parts: a list of the reports, an analysis of the reports and an outline of the recommendations for improving a current reporting system. The contribution of my thesis lies in showing the compact view of reporting system, concerning the leading of the business service and in presenting the proposal for the change of the current reporting system.

This thesis deals with project management and methodologies for information systems implementation, particularly for IS of SAP AG. The first part of the work describes basic problems of project management and introduces certain project management methodologies. ASAP and ASAP Focus methodologies are described in more detail. The second part of this work uses these fundamentals to analyze frequent problems on projects of real company that implements pre-customized IS of SAP AG. Solutions for these problems are proposed and a brief methodology is created as a result of the work.

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.

M.Phil. (Engineering Management) / This dissertation provides an investigation on the level of technical knowledge which project managers have to carry to deliver technical projects. It has now become a standard to many organizations to run their deliverables in projects to reach their objectives and every project is set to be unique. Project management can be thought as the application of knowledge, skills, tools and techniques to meet project requirements or coordination of human, financial and material resources to achieve beneficial change defined by quantitative and qualitative objectives. At the heart of project management is the project manager a project director and driver. Project manager is a professional tasked with leading a project from inception to completion [27]. It is not clear as to which level of technicality must project managers be to delivering projects in time, on budget and in an acceptable quality, thus the duties and qualities of a technical inclined project manager are covered in this study. Project manager leads a project team from the start of a project life cycle to finish, accomplishing the project objectives on time and within budget. Facing obstacles, budget and time-constraints, project manager is a key to planning and executing projects that produce the desired deliverable or result [4]. Developing the literature around the project management industry outlines the duties and responsibilities of a project manager which then defines the skills needed for project managers. It is safe enough to have a project manager with all the required skills stretching from technical through to managerial. Organizations delivering large scale projects have developed a role of an engineering manager who takes control of all technical aspects of the project. A project with an engineering manager allows the project manager to administrate the project and in that case the level of technicality for project managers is not important. A great athlete does not always make a great coach. Some of the best coaches in the world were not the best athletes, but have a firm understanding of the game. As suggested in [28] by Richard Fanelli, an architect and project manager guru that “a complete project manager must be an expert technically and knowing how things are done, as well as being detail oriented”. The one person the place can't function without. Everyone, the boss, supervisors, assistants comes to you for help. But where do you as a project manager go when you need help? As a project manager one is part bookkeeper, part administrator, part leader, part human resource pro, part technical guru, and part many other parts without parting ways with your sanity. Findings to the research topic are drawn to support the final conclusions discussed in the later part of the report. The project manager must also have technical competence in some aspects of the work being performed on the project. It appears however that there is considerable disagreement between researchers on the issue of how much technical knowledge is required. The more technically aware one is, the better they will be able to understand risks, potential roadblocks, and impacts of delays to the schedule. Project manager requires skills in three primary areas, namely interpersonal, technical and administration to deliver project successfully.

M.A. / The rate of change in the business arena is continuously increasing and companies are constantly seeking innovative products, services and knowledge-enabled processes to enable them to compete effectively against each other. IT plays an important role as an enabler of these processes. The problem is that the implementations of IT projects, commissioned to support and enable the business functions, often fail. The high rate of failing IT projects is a real and relevant concern of the business environment. Companies are wasting a significant portion of their resources on failed IT projects. More than often, IT projects fail to realize their intended purpose of reducing operating costs, increasing worker productivity, increasing cycle times and eventually increasing companies' market share. Management of these companies continues to complain about costly IT expenditure returning only a portion of the expected return on investment. The phenomenon of IT project failure has been in existence for many years and has in more recent years become a relevant topic calling for investigation and further study. Accordingly, this document is the culmination of the results of a study of the reasons why IT projects fail and offers possible measures to be taken to counter the failure of IT projects. The most significant and relevant reasons for IT project failure are listed in this document. These reasons span from the internal project environment through to the external project environment. Aligning these reasons with the environment of any anticiPated IT project will establish a base from which a successful IT project could be initiated. It is hoped that this document will serve as valuable input to the decision makers in the IT and business arenas that need to be made aware of the reasons for IT project failure in order for them to better manage their IT projects.

M.Ing. (Engineering Management) / The Bull survey of 1998 [1]; conducted by Spike Cavell in the UK was used to identify major causes of IT project failures. The survey showed that failures due to missed deadlines accounted for 75% and the inability to meet project requirements accounted for 37% of the failures. The failures were mainly due to requirement changes during the project. Project requirements are laid out during scope planning phase of project management life cycle and all risks are assumed to be known during the planning phase of the project [2], [3], [13]. The project management process involves a finite number of key life cycle management phases from initiation to closure [2]. The project management body of knowledge (PMBoK) states that every project is managed by the project management triangle the relationship between scope, time and cost [43]. Changes in the project management triangle may cause failure to the project [15]. Projects are considered to be unique endeavours [43]; and using a “one size fits all” approach to find a solution to solve project failure will be impossible [39]. This presents a significant challenge; developing a framework to limit project failures which will widely be applicable to projects. The research study will apply a well-developed concept of agile project management to an organisation that is experiencing high project failure rates to determine if agile principles may be used to reduce project failures. The research will also look at the factors affecting the adoption of agile principles in large organisations. Specifically the research will look at the effects of the environment that the organisation operates in and the effects of the organisational structure. Action research is chosen as the research methodology in order to understand and improve the inefficiencies within the organisation. This gives a practical account for any organisation and adds to the project management body of knowledge.

The aim of the dissertation is to analyze the project management processes in a specific corporation from the point of view of a selected department. The introduction is dedicated to a closer view on the definition of the project. The following section, the presentation of the individual methodologies -- IPMA, PMBoK and PRINCE2 along with their comparison, is a knowledge-based input for the practical section. The introduction of the practical section focuses on the explanation of the project's origin, its scope and benefits. The project management is subsequently described within its life cycle. Each phase is concluded with a short chapter which summarizes the monitored process and contains a recommendation for improvements in the company's management. The conclusion is a personal summary of the project operation as it is and the project management in the selected department along with major points that would be convenient to implement.

Projects fail to achieve their time, budget, and quality goals. This is frequently due to the failure to analyze and assess unanticipated risks in the context of the life cycle of the project. There is a need for an approach (tool/method) that can be used to analyze and assess a project's future risks during the life cycle of the project and to overcome the traditional approaches currently used for future evaluation. The approach must take into consideration the context of the life cycle of the project, i.e., the definition of the system requirements, functional analysis and allocation, feasible alternatives, etc. The objective of this paper is to introduce a new approach (tool/method) for product evaluation through the use of the multi-criteria decision analysis methodology, the Analytic Hierarchy Process (AHP). The AHP is a relatively new approach that can be used to analyze and assess projects during the planning and evaluation stages. / Master of Science