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

This dissertation scrutinizes the application of various standards, guidelines and methods in construction project management, and examines the use of such methods, tools and applications. Even though the availability of literature in the context of PM is extensive there has not been an adequate focus on applied project management with a specific interest in the constructing project management. This study describes the experiences gathered by the interviewees who are experienced construction executives and also discusses how they have managed their projects. The reason for the selection of a subjective, descriptive and phenomenal research approach is described and the advantages for this philosophical stance are also mentioned in the thesis. The question that emerges is in regards with how the construction managers accomplish any given project and how they ‘live' their PM. Hence, this study investigated the relevance of PM for managers working on construction projects. Various techniques, methods and procedures which were not included in the literature were highlight by the participants. There are studies available, mainly empirical, in the context of applied PM methods and the results of these studies do not correspond with the findings of this research. Another finding is that, in general, from the responses received, it is clear that PM certification programmes provide limited value to an experienced construction manager. Further results were summarized in the findings and result chapter of this work.

This master’s thesis describes the use of project management for a design and implementation of the project to create web portal for event team of the company UNIFER o.p.s. The thesis descibes in detail the pre-project, project and post-project phase according to project management methods.

This thesis aims to increase knowledge about the usage and relevance of Project Management (PM) methods and tools within start-up companies, with regard to the previous work experience of the entrepreneur. The underdeveloped connection of PM and entrepreneurship will be further explored by following the research question proposed below that guides the study. What PM methods and tools do entrepreneurs apply in the process of launching the business versus the operation of the start-up, especially considering their previous work experience and contact with PM? In order to answer the proposed research question and pursue the set objectives, the thesis is structured as follows. First, the methodology within this study is represented in theoretical and practical form in chapter 2 and 4. Furthermore, the theoretical context in the field is summarized in chapter 3. The topics of traditional PM and agile PM (APM) with their characteristics and tools are portrayed; especially the latter is extensively presented in chapter 3.2 due to the need of flexibility and adaptability in the highly dynamic business environment nowadays, as well as the strong connection between APM and the IT development sector. Existing theories about the topics of entrepreneurship and start-ups are described in the subsequent chapter, whereby a focus is set on the entrepreneur itself and his or her previous work experience. To summarize the existing theory in the fields of PM and entrepreneurship a conceptual framework was created by the researchers of this study in chapter 3.4, which also serves to represent the findings of the study in the concluding chapter. The empirical findings, which are presented in chapter 5, were organized in chronological order of the conducted semi-structured, qualitative interviews with software development start-ups in Sweden. Valuable results for the research areas of entrepreneurship and PM, as well as for the practical usage in those fields could be generated. The summarized results of this qualitative study are summarized and presented in chapter 6, titled empirical analysis. The authors found out that the majority of the contacted start-ups did not plan a lot in the launching phase of the business, in fact, they did not apply specific PM tools. While the business was growing, so did its complexity, which is why the need for applying PM tools became more present. Even though no clear connection between the previous work experience of the entrepreneur and the applied PM tools could be established, it was noticeable that prior exposure to PM made the entrepreneurs more aware of the methods and tools. They specifically looked for some and used them more knowingly. Further drivers for choosing a PM method and tools were recommendations and personal research. Next to the stage and scale of the business, especially the team size, the location of the team members and their familiarity with each other appeared to influence the decision on using specific tools tremendously. In general, it could be detected in this study, that the APM framework was commonly recognized as highly valuable for start-ups and many of the respondents already follow it or want to do so in the future. Moreover, primarily only one or very few tools were applied within the start-ups to not lose track of the business development and keep everything concise.