Today, organisations are increasingly using a variety of project management methodologies to effect organisational change. However, appropriate and thorough management of organisational change within the project environment is not inherent in the mechanistic nature of traditional project management, which focuses on the creation of a temporary organisation around a unique organisational issue, with the primary emphasis on the achievement of project milestones, cost and quality parameters. Usually, a change management imperative is not included in the project management methodology and it is therefore neglected, which has a negative impact on the outcome and/or longevity of the project. It was therefore important to identify what the elements of change dynamics in the project management domain are across each project phase in order to assist project managers and teams to manage change dynamics consciously and diligently during the life cycle of the project. The research problem and objectives of the study were informed by a comprehensive literature study, which revealed a need for the development of an assessment tool containing the elements of change dynamics across the four stages of the project life cycle. Triangulation was used to ensure the integrity of the study. This included defining change management elements within the project management domain on the basis of a comprehensive literature study, administering the Delphi technique and applying Lawshe’s content validity methodology. The DeVellis scale development methodology was then applied to the resulting draft assessment tool for the next phase of the research project. The second phase of testing of the diagnostic tool exposed the ‘change management measurement tool’ to the views and opinions of two target population groups, namely some South African and some international project managers with various experience levels from different economic sectors. Various iterations of exploratory factor analysis indicated the primary factors for each of the four phases of the project life cycle whilst identifying the most important change management elements to be retained in the final assessment tool. Item-scale and reliability analysis, together with Tucker’s phi results, confirmed the reliability, internal consistency and structure of the assessment tool, which is comprised of 103 items. Highly intercorrelated items in each of the four project life cycle sections of the assessment tool, namely the conception/initiation, planning, implementation and post-implementation phases were indicated by Cronbach alpha coefficients of 0.937, 0.974, 0.931 and 0.875 respectively. The results of this study contribute to the application of organisational behaviour techniques in the field of project management because the study provides an assessment tool to measure change dynamics during a project’s life cycle. The aim of this study, to contribute to the body of knowledge by developing an assessment tool to link the existing theories of change management/change dynamics to the constructs and dimensions of project management and, more specifically, to the four stages of a project life cycle, has been achieved. The assessment tool that was developed in the course of this study can serve as both a diagnostic tool and a checklist which project managers can use to ensure that sufficient focus is placed on the change management imperative as part of the necessary project management methodology during a project’s life cycle. / Thesis (PhD (Organizational Behaviour))--University of Pretoria, 2008. / Human Resource Management / PhD / unrestricted

Very large sets of multi-source, multi-dimensional and time varying data are generated during the execution of construction projects, especially large-scale infrastructure projects. Emphasized in this thesis is how data visualization can provide important insights during the planning, implementation and post project analysis phases of linear projects in an urban environment, which are attended by a complex working environment and multiple stakeholders. These insights can lead to enhanced communication and better decision making. Thesis objectives are four fold: (i) examine how the representation of a schedule using linear planning charts can assist with assessing the quality of a schedule in terms of the construction strategy, communicate schedule intent to projects participants, and assist with telling the as-built story; (ii) explore images useful for representing multi source, multi-dimensional, time varying as-built construction data in support of management functions specifically with regards to communication and decision making; (iii) demonstrate the ability of visual representations of construction data to assist in telling the as-built story of a project in a manner that provides useful insights to project participants; and, (iv) critique the images presented in light of the data visualization principles and interaction tools identified, and suggest improvements as appropriate and possibly other images, including properties desired. In addressing these objectives, the methodology involved a review of computer science and construction literature as it pertains to data visualization and a case study of a past project which reflected the scale and complexity of planning and executing linear projects in an urban environment. The planned and as-built story were captured from the available data depicting the contractor’s perspective in the project’s product, process, and as-built views which were replicated in a research software system called REPCON software. This system supports selected data visualization capabilities, which were examined and critiqued as part of this thesis. It is demonstrated that data visualization is a powerful paradigm for gaining insights into the quality of a project’s plan and for understanding a project’s as-built performance. Greater benefits could be achieved by exploiting cutting edge visualization tools and by designing and implementing a more comprehensive set of images. / Applied Science, Faculty of / Civil Engineering, Department of / Graduate

Poor project performance creates a dilemma for managers in both the public and private sectors. Much research has been conducted on project success, but the relationship between organisational architecture and project success has not been fully explored. This led to the main research question of the study, which was: How can project success be better explained and understood from the perspective of organisational architecture theory? A literature review was conducted on the nature of projects, the project environment, and how project success can be defined and measured, including a discussion on success criteria and critical success factors. Organisational architecture was broken down into its core components. These components were further categorised into structural, operational or procedural, and behavioural (culture, motivation and leadership) components after which literature within each of these components were analysed and discussed. The study used a positivistic paradigm and collected quantitative data that was statistically analysed. An electronic questionnaire was successfully launched and distributed via an email link, which worked through the Nelson Mandela Metropolitan University (NMMU) web survey system. This was done within the framework of built environment projects that are typically implemented through partnerships between the public and private sector. A satisfactory response rate was obtained from built environment professionals in South Africa to allow inference of the sample results to the population. The following hypotheses were tested in this study: H1.1: The perception of South African built environment professionals is that there is a significant relationship between organisational structure and project success. H1.2: The perception of South African built environment professionals is that there is a significant relationship between the use and application of traditional operations management tools and techniques and project success. H1.3: The perception of South African built environment professionals is that there is a significant relationship between organisational culture and project success. H1.4: The perception of South African built environment professionals is that there is a significant relationship between motivation and project success. H1.5: The perception of South African built environment professionals is that there is a significant relationship between leadership and project success. An analysis of the survey results revealed that, according to South African built environment professionals, there is an overall significant relationship between organisational architecture and project success. Following an overview of the main findings, an Organisational Architecture – Project Success (OAPS) framework was presented as a recommendation of how to better explain and understand the relationship between organisational architecture and project success.

Project implementation appears to be one the most difficult aspects of a manager’s job. The purpose of project management is to forecast or anticipate potential dangers and problems that may jeopardise the success of a project and then to plan, organise and control activities that will lead to the successful completion of projects in spite of all the envisaged risks. It is estimated that more than 80% of projects run late or over budget. Such failure often sinks small firms and erodes profits of larger organisations. Project implementation is therefore critical to the success of both small and big firms. The primary objective of this study is to improve project management in firms by investigating the variables that influence project implementation. More specifically, the study investigates the influence of organisational communication, leadership, business process management and resistance to change on project implementation. The sample consisted of 170 employees in a cross-section of industries. The sample was stratified to include senior managers, managers, supervisors and lower level employees. The empirical results show that organisational communication, participatory leadership, retention of the status quo and goal-oriented leadership increase project implementation, while resistance to change decreases project implementation.

Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.

Housing projects are amongst the South African (SA) Government’s major focus points with reference to budgeting for its financial years. The delivery of these housing projects is taking place at a slower rate than anticipated due to the problems experienced in the processes involved in their management. The project management shortcomings are a major setback with reference to the delivery of houses to the communities. It is, however, stated by the Constitution of the Republic of South Africa (RSA) that every South African citizen has a right to housing and that the Local Government, as the closest entity to communities, must do whatever it possibly can to ensure timeous service delivery to its communities. The objective of this research is to ascertain the nature and extent of project management problems experienced by municipal project managers, the impact thereof and potential solutions to the identified problems. The study is intended to advise on possible ways to address project management problems arising during the implementation of housing projects in the Nelson Mandela Bay Municipality (NMBM) through investigation and analysis of information gathered in both theory and practice. Project management is a process of controlling the achievement of project objectives through the application of knowledge, skills, tools and techniques. For a housing project the main objective is to deliver safe, quality houses on time and within budget. Problems which hinder the delivery of housing projects relate to cost, time and the quality of housing projects delivered. The fact that these key project objectives are not met needs to be addressed urgently in order to improve the housing delivery. The literature reviewed and the feedback from the surveys; indicate that these problems have a vast impact on housing projects. The survey also reveals that it is not only housing Project Managers (PMs) that are unable to perform well, but also other parties involved in the project management of housing projects and which play a great role in project management failures of housing projects. Some of these parties are consultants and contractors. The lack of performance by project managers affects the delivery of houses negatively in the NMBM.

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Teleworking is one of many possibilities reflected in working process. In this work the author explains not only the term, advantages and disadvantages, but also adverts to psychological factor, which has dominant influence on each individual. The author looks on the problem of teleworking not only from the general point of view, but also from the point of chosen teleworking project in Czech Republic and tries to find out its importance for society including its impacts on reality. Psychological aspects lead the author by studying teleworking also into Cognitive Informatics represented by complex transdisciplinarity. During analysis of the teleworking supporting project the author finds many discrepancies in the project and asks the fundamental philosophical question about essence of these projects financed from public founds. Practical impact of this work's result is project coordinator's assurance to accept corrective actions.

This thesis deals with the practical use of project methodologies in real business. Basic concepts of methodology, project management, project cycle and project roles are defined in the theoretical section as well as two concrete project methodologies. The practical part are these theoretical aspects bridged into practice and daily business on examples of specific projects. Afterwards their real use in practice is evaluated and compared.

This research is focused on project scheduling with the aim to capture the monetary objectives of the project in the form of the maximisation of Net Present Value (NPV). In addition, this research is also highlighted key project management practices and scheduling methods. Project scheduling is very attractive for researchers and it has recently been drawn considerable attention because of the high cost of capital and the significant effect of the time value of money. This is the principal motivating factor behind this study. Project-scheduling problem is solved by priority rule-based heuristic methods in this study. The idea behind heuristic algorithms is to rank the activities by some rules. This research proposes a new rule called m-CCF with improved performance from the existing one. The m-CCF is also embedded in serial and parallel schedule generation schemes and is extended by implementing in a forward and backward strategy. The experiments are conducted to evaluate the performance of the proposed technique measuring the NPV generated for a particular project. This research also presents a framework summarising the previous research on project scheduling techniques. It is found that the m-CCF results in higher NPVs than any other heuristics. A series of different projects are examined to validate the potential of the m-CCF technique. The main findings of the research discover that the m-CCF is worthwhile to be employed in priority rule-based scheduling technique. Furthermore, the main findings suggest that it is beneficial to utilise forward-backward solution for scheduling improvement and selecting the schedule with the largest NPV among those available. In conclusion, this research contributes to existing knowledge by developing the combination of m-CCF priority rule methods and backward–forward scheduling. This can be considered as a good direction to develop further heuristics that can be exploited as a powerful tool in project planning and control systems.