No / The project to set-up the survey in this dataset was supported by the Association for Project Management (APM), and the survey has been sent sent to its corporate member organisations. The survey was intended to help to gain a better understanding of the policies and practice around Opportunity Management as a part of Project Risk Management. The survey has been designed and analysed by members of the APM Risk SIG and Delft University of Technology (The Netherlands). Results of the survey have been presented to APM to help the development of APM's documented approach to Project Risk Management in publications such as the APM Body of Knowledge and SIG Guides. In addition, anonymous and aggregated survey results are used for academic publications, providing more insight into the practice of Opportunity Management. The dataset contains: - Survey questions as they have been entered into Qualtrics (TM) [PDF] - Coding scheme that has been used to code the answers to the survey questions [PDF] - Raw answers to the survey questions (fully anonymized) [CSV] - Data Management Plan (DMP) for the survey as part of the HREC application [PDF] - HREC approval from TU Delft for the research protocol [PDF] - readme.txt file with this content / Association for Project Management

No description available.

Effective project management (PM) is increasingly required for strategy implementation, business transformation management, continual improvement and pioneering product development and service provision. The systematic approach of PM (based on best practices and experience) aims to improve the chances of project success in a competitive environment where scarce resources (capital, human, opportunity, time, etc.) needs to be utilized most effectively. The contribution a project management office (PMO) can make in the medium sized consulting engineering industry to deliver more successful projects was investigated. The investigation involved determining the current state of both PM and PMO maturity in medium sized consulting engineering organisations in South Africa. Furthermore, the required maturity, or level of development, of PM and PMOs were also determined using the prediction orientated Delphi survey method. In the literature study, the concepts of PM, PMO and their maturity determination, successful project delivery, background to the consulting engineering industry in South Africa and similar PM and PMO maturity studies were investigated. From the literature study, an existing maturity survey was selected for each of the concepts PM and PMO. These existing and tested maturity surveys were combined into a single survey. Some demographic information deemed applicable from the literature study was also included in the survey and distributed in a multi-round survey to medium sized organisations similar to the author's organisation, operating in the mining and energy sectors mainly. The current PM and PMO maturity of the organisations taking part in the survey were determined in round 1 of the survey. The required PM and PMO maturity were determined from the round 2 survey results that were completed after the respondents were provided with the round 1 survey statistically averaged maturity levels in an effort to reach a form of consensus amongst the respondents. The round 1 survey was distributed to 161 respondents (response rate of 53%). Round 2 was distributed to the 86 respondents that completed round 1 (response rate of 55%). From the survey results and literature study it was found that there is a definite increase in PM and PMO maturity required in order for medium sized consulting engineering organisations to deliver more successful projects in the mining and energy sector. It was also seen that the maturity levels required for both PM and PMO are not the maximum maturity levels possible. From the empirical study, a definite relationship between PMO and PM was confirmed and it was seen that generally an organisation with a PMO tends to have higher PM maturity levels. For a PMO to be successful, from literature it was seen that the PMO needs to adapt to the organisation and environment it functions in. It was also discovered that a PMO is successful if it reaches the goals it set for itself. The PMO also contributes by systematically and continuously improving and adapting the PM of the company to add the most value to both internal and external customers of the PMO. It is the researcher's opinion that the study is not representative of all medium sized consulting engineering organisations in SA and further research is required to determine industry specific PM and PMO maturity levels and to determine the resulting contribution a PMO can make in this regard. / MBA, North-West University, Potchefstroom Campus, 2014

Effective project management (PM) is increasingly required for strategy implementation, business transformation management, continual improvement and pioneering product development and service provision. The systematic approach of PM (based on best practices and experience) aims to improve the chances of project success in a competitive environment where scarce resources (capital, human, opportunity, time, etc.) needs to be utilized most effectively. The contribution a project management office (PMO) can make in the medium sized consulting engineering industry to deliver more successful projects was investigated. The investigation involved determining the current state of both PM and PMO maturity in medium sized consulting engineering organisations in South Africa. Furthermore, the required maturity, or level of development, of PM and PMOs were also determined using the prediction orientated Delphi survey method. In the literature study, the concepts of PM, PMO and their maturity determination, successful project delivery, background to the consulting engineering industry in South Africa and similar PM and PMO maturity studies were investigated. From the literature study, an existing maturity survey was selected for each of the concepts PM and PMO. These existing and tested maturity surveys were combined into a single survey. Some demographic information deemed applicable from the literature study was also included in the survey and distributed in a multi-round survey to medium sized organisations similar to the author's organisation, operating in the mining and energy sectors mainly. The current PM and PMO maturity of the organisations taking part in the survey were determined in round 1 of the survey. The required PM and PMO maturity were determined from the round 2 survey results that were completed after the respondents were provided with the round 1 survey statistically averaged maturity levels in an effort to reach a form of consensus amongst the respondents. The round 1 survey was distributed to 161 respondents (response rate of 53%). Round 2 was distributed to the 86 respondents that completed round 1 (response rate of 55%). From the survey results and literature study it was found that there is a definite increase in PM and PMO maturity required in order for medium sized consulting engineering organisations to deliver more successful projects in the mining and energy sector. It was also seen that the maturity levels required for both PM and PMO are not the maximum maturity levels possible. From the empirical study, a definite relationship between PMO and PM was confirmed and it was seen that generally an organisation with a PMO tends to have higher PM maturity levels. For a PMO to be successful, from literature it was seen that the PMO needs to adapt to the organisation and environment it functions in. It was also discovered that a PMO is successful if it reaches the goals it set for itself. The PMO also contributes by systematically and continuously improving and adapting the PM of the company to add the most value to both internal and external customers of the PMO. It is the researcher's opinion that the study is not representative of all medium sized consulting engineering organisations in SA and further research is required to determine industry specific PM and PMO maturity levels and to determine the resulting contribution a PMO can make in this regard. / MBA, North-West University, Potchefstroom Campus, 2014

The evidence of project management is known for centuries as can be observed from the construction of the pyramids of Egypt and the Great Wall of China. In the modern age, project-based approaches are increasingly being adopted in almost all areas of product development. Project management has emerged as a specialised discipline since the importance of completing projects within time, cost and quality constraints is crucial for organisations to continue to survive in the competitive world. Project Management, in general, has been developed under the assumption of economic, political, cultural and social rationality. Little is known about indigenous project management in developing countries. The concepts and principles put forward in Western/European countries have been applied to developing countries without much prior studies. Developing nations are struggling constantly to maintain their projects within the constraints of time, cost and quality. Software development companies have found it difficult to adopt methodologies/models/standards that have shown evidence of success in the developed world. This thesis comprises the study of software project management in developing countries. Mauritius, as an instance of developing countries, with problems related to social, economic, cultural and political conditions are discussed. However, these conditions differ from country to country. It is believed that adjustments are required in a software project management framework to fit the requirements of a country. An evolutionary software project management maturity model is proposed for managing software development in developing countries. This model adopts an evolutionary approach, whereby areas of interest (called key process areas) progressively attain maturity. Three levels of maturity are defined along with key process areas that are applicable over all the maturity levels (called the i continuous process improvement group of KPAs). The model is also applied to two software projects in Mauritius to test its effectiveness. Given the studies carried out and its successful application to the Mauritian context, this model for software project management is expected to contribute towards a higher software project success rate. Notwithstanding the application in the Mauritian context, it is plausible that other developing countries may also customise this model as similar problems occur across these countries. / Computing / D.Phil. (Computer Science)

Research report presented to SBL, Unisa, Midrand. / No abstract / Graduate School of Business Leadership / MBL

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: This research study report takes place in a business setting, namely the new system implementation for consignment distributors supplied by the Epping branch of Afrox. Various signs of problems within the management of this project were observed, and this has led to research into those factors that may be obstructing proper project management at Epping, Afrox. The aim of the study is to gain understanding of these factors and to provide recommendations to the decision-makers in the organization. The author draws on a stream of research in order to identify those factors that in theory inhibit proper project management. Fourteen factors were identified, namely, business strategy; performance management system; communication; continuous improvement; customer focus; leadership; monitoring, control and measurement; motivation; organizational behaviour; risks; resources; skills; specifications and teamwork. These factors form the basis for the development of a structured questionnaire, and responses were received from a sample of employees in various departments at the Epping branch. The numeric data from the responses was analyzed through the descriptive statistical technique of describing the population proportion. The findings from the empirical study reveal that none of the factors identified and tested to be statically significant in obstructing proper project management. The overwhelming success of engineering projects and other information technology projects may have influenced the results. However, pressures may exist in the project management areas of performance management, continuous improvement, organizational behaviour and skills, as these factors received the least favourable responses from the sample group. It is concluded that opportunities exist, based on this primary research study, for further and more in-depth research. Recommendations are made to repeat the study by delimiting the population to only those employees assigned to and stakeholders affected by the consignment distributor new system roll out. Alternatively, a recommendation is made to conduct further research into those areas that may be under pressure in project management by means of personal interviews or through a second empirical survey focused on performance management, continuous improvement, organizational behaviour and skills. / AFRIKAANSE OPSOMMING: Hierdie studieverslag het betrekking op ’n sake-omgewing, te wete die nuwe stelselimplementering vir vragverspreiders soos verskaf deur Afrox se Epping-tak. Daar is talle tekens waargeneem van probleme met die bestuur van hierdie projek, wat gelei het tot ’n ondersoek na die faktore wat behoorlike projekbestuur by Afrox se Epping-tak moontlik kniehalter. Die doel van die navorsing is om hierdie faktore te ondersoek en om voorstelle vir oplossings te doen aan die besluitnemers binne die organisasie. Die outeur maak gebruik van ’n stroom navorsing ter identifisering van daardie faktore wat behoorlike projekbestuur teoreties inhibeer. Veertien faktore is geïdentifiseer, te wete: sakestrategie; prestasiebestuurstelsel; kommunikasie; voortdurende vordering; klantefokus; leierskap; monitering, beheer en meting; motivering; organisatoriese gedrag; risiko’s; hulpbronne; vaardighede; spesifikasies; en spanwerk. Hierdie faktore vorm die basis van die ontwikkeling van ’n gestruktureerde vraelys, en antwoorde is verkry van ’n toetsgroep van werknemers in verskeie afdelings by die Epping-tak. Die numeriese data van die response is ontleed met behulp van die deskriptiewe statistiese tegniek van beskrywing van die toetsbevolking. Die bevindings van die empiriese studie toon dat geeneen van die geïdentifiseerde en getoetste faktore statisties betekenisvol is in die belemmering van behoorlike projekbestuur nie. Die oorweldigende sukses van ingenieursprojekte en ander inligtingstegnologieprojekte kon dalk die uitslae beïnvloed het. Nietemin, daar mag dalk drukpunte bestaan in die projekbestuursareas van prestasiebestuur, voortdurende vordering, organisatoriese gedrag en vaardighede – siende dat hierdie faktore die mins gunstige respons by die toetsgroep ontlok het. Die gevolgtrekking, gebaseer op hierdie inleidende navorsingstudie, is dat daar geleentheid bestaan vir verdere en meer deurtastende navorsing. Dit is aan te bevele dat die studie herhaal word deur die toetsbevolking te beperk tot slegs daardie werknemers en belanghouers wat deur die nuwe vragverspreidingstelsel se inwerkingstelling geraak word. As alternatief word die voorstel gedoen dat verdere navorsing oor daardie areas van projekbestuur wat moontlik druk ervaar deur middel van persoonlike onderhoude gedoen word, of deur ’n tweede empiriese opname wat gefokus is op prestasiebestuur, voortdurende vordering, organisatoriese gedrag en vaardighede.

Thesis (MBA)--Stellenbosch University, 2001. / Hierdie studie poog om voor-opleidingskriteria daar te stel waaraan voornemende projekbestuurders moet voldoen. Dit kan as keuringsmeganisme vir voornemende projekbestuurders, dosente, werkgewers en administrateurs dien. In die ontwikkeling van 'n model om seleksie kriteria daar te stel, word antwoorde op die volgende vrae verskaf : • Wat behels die werk van 'n projekbestuurder? • Watter vooraf opleiding het projekbestuurders nodig? • Oor watter vooraf vaardighede moet voornemende projekbestuurders beskik? • Oor watter vooraf agtergrond moet voornemende projekbestuurders beskik? • Wat is die persoonlikheidsprofiel van projekbestuurders?

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: The shortage of skilled and high-level managerial human resources are jeopardising economic development and productivity growth in South Africa. It is a critical responsibility of senior management to identify the core competencies of the enterprise and to ensure that the competencies required by managers, specialists and the workforce in general are adequate and appropriate. As more organisations recognise the efficacy of projects and move towards a project-based approach, the demand for project managers has outstripped supply and there is a growing international interest in the selection, training and certification of project managers. The work done in projects has taken on a strategic flavour, and the role of project manager is consequently being redefined as a strategic, professional role. With the tremendous growth and expenditure in this field, training professionals and organizations can no longer ignore their basic responsibility to evaluate programmes and measure the results of such programmes. The aim of this study is to measure the extent of training needs assessment currently applied, the criteria used in the selection of programmes and participants, the extent of evaluation of programmes and other contributions by the organisations. An intensive literature study was undertaken to investigate the current research into training needs assessments, participant and program selection and organisational contributions to training. An additional survey was undertaken in order to assess the use of such programmes by organisations. The following perceptions were examined and found to be a true reflection of the project management training strategies currently applied in South Africa. Few organisations have formal training need assessment policies in place. Programmes are often selected by the participants and seldom evaluated. Participants often do not get the opportunity to implement the skills they have gained. Learning and individual development is not necessarily linked to the organisational development strategy. / AFRIKAANSE OPSOMMING: Ekonomiese ontwikkeling en groei in produktiwiteit in Suid Afrika word in gevaar gestel deur die tekort aan kundige en hoogstaande bestuursvlak menslike hulpbronne. Die kritiese verantwoordelikheid van die identifisering van kern vaardighede by die onderneming en die versekering van voldoende en toepaslike vaardighede by bestuurders, spesialiste en die werksmag in die algemeen berus by die senior bestuur. Toenemende hoeveelheid organisasies herken die suksesvolle werksaamheid van projekte en beweeg na 'n projek gebasseerde benadering. Derhalwe oorskry die aanvraag na projekbestuurders die aanbod en is daar groeiende internasionale belangstelling in die keuring, opleiding en sertifisering van projekbestuurders. Projekte word meer strategies benader en gevolglik vervul die projekbestuurder 'n toenemende strategiese en professionele funksie. As gevolg van die toenemende groei en besteding in hierdie gebied, mag opleidingskundiges en organisasies nie langer hul verantwoordelikheid teenoor die evaluering van die programme en die gevolglike uitkomste vermy nie. Die doel van hierdie studie was om ondersoek in te stel na die omvang van die bepaling van opleidingsbehoeftes asook die evaluering van opleidingsprogramme, die maatstawe in gebruik vir die selektering van programme en deelnemende kandidate en die mate van bydraes gelewer deur die organisasies. 'n Uitgebreide literatuursoektog is onderneem om die omvang van navorsing in hierdie areas te bepaal. Sekere aannames is ondersoek en bevind om ware weergawes te wees van die huidige ontwikkeling programme in projekbestuur in Suid Afrika. Weinig organisasies het formele beleidsrigtings ten opsigte van opleiding behoeftebepaling. Programme word dikwels deur die kandidate geselekteer en word selde ge-evalueer. Kandidate word selde die geleentheid gegun om nuutgewonde kennis toe te pas en te implementeer. Opleiding en individuele ontwikkeling is nie noodwendig gekoppel aan die ontwikkelings strategie van die organisasie nie.

Thesis (MBA)--Stellenbosch University, 2003 / ENGLISH ABSTRACT: Managing firms in today's highly competitive and volatile business environment is an ever increasing challenge. Project Management is an integral part of organisational management and hence project managers need to continuously excel in their careers to keep their organisations ahead of the pack. In order to be an effective project manager, a combination of specific skills/competencies is required. The focus of this mini-thesis was to establish the core competencies and subsequent training requirements of project managers in the Western Cape region. The research into the core competencies required of project managers in the industry was structured into 3 phases. The first phase comprised a research into international studies that was done to establish the core competencies required of project managers. Three researchers were identified, and a shortlist of 9 core competencies was identified from the 3 different models. The next phase comprised the targeting of 54 individuals in the project management profession in the Western Cape with a questionnaire based on the international studies. The last phase was to evaluate the data in order to conclude and make specific recommendations towards the USB management regarding current project management courses which are presented (by the USB) to the industry. Three fundamental conclusions were drawn: Firstly, 10 specific core competencies of project managers were identified. Secondly, some competencies have a much higher relevance to some industry sectors than others. Lastly, the current 5-day training course at the USB does not reflect the desired training which is required by the industry for the core competencies that is required of project managers. / AFRIKAANSE OPSOMMING: Die bestuur van organisasies in vandag se hoogs kompeterende en veranderende besigheidsomgewing is 'n toenemende uitdaging. Projekbestuur vorm 'n integrale deel van organisasie bestuur en daarom moet projek bestuurders voortdurend uitstyg in die uiutvoering van projekte om te verseker dat die organisasie as geheel sterk kompeterend kan bly. Projekbestuurders benodig spesifieke vaardighede om effektief te kan funksioneer in die werksomgewing. Die fokus van hierdie mini-tesis was om die spesifieke vaardighede vas te stel, asook die gevolglike opleiding wat benodig word vir projekbestuurders wat in die Weskaap werksaam is. Die navorsing na die spesifieke vaardighede wat van projek bestuurders in die industrie verlang word, was gestruktureerd in 3 fases. Eerstens was 'n literatuurstudie geloods op internasionale studies om te bepaal watter vaardighede van projek bestuurders verlang word. Drie internasionale navorsers se modelle was gebruik om 'n kortlys van 9 vaardigheids groepe saam te stel. Die volgende fase was om 54 individue in die projek bestuur professie in die Weskaap te nader en deur middel van 'n vraelys wat baseer is op die internasionale studies, vas te stel watter vaardighede deur die industrie verlang word vir projek bestuurders. ln die finale fase is die data geanaliseer ten einde spesifieke aanbevelings aan die bestuur van die USB bestuur te maak aangaande projek bestuur kursusse wat (deur die USB) aan die industrie aangebied word. Drie fundamentele gevolgtrekkings was gemaak: Eerstens was die 10 belangrikste vaardighede vir projek bestuurders vasgestel. Tweedens was vasgestel dat party vaardighede veel belangriker is in party industrie sektore as in ander. Laastens, die huidige 5-dag projek bestuur kursus wat deur die USB aangebied word, bied nie genoegsame opleiding (in die verlangde rigtings) om die regte vaardighede te ontwikkel vir projek bestuurders in die industrie nie.