This research reviews the challenges and obstacles confronting multinational civil engineering consulting and contracting companies seeking to conduct project developments within Emerging Markets, specifically with regard to the regions of Africa and the Middle East. With the increasing convergence of the global economy towards an interconnected and co-dependant system, the emerging economies of previously underdeveloped parts of the world are now capturing the focus of the civil engineering industry as the primary area of operation. Multinational companies that historically were restricted to construction of the developed world must now adapt and reposition themselves with a footprint in these emerging markets, if they are to take advantage of the changing conditions within the global infrastructure construction industry. For companies historically unfamiliar with operating in Africa and the Middle East, a plethora of potential risks are associated with project development. This research incorporated a substantial literature study that determined a number of critical issues that directly and indirectly influence a company’s ability to complete a project within time and under budget. The literature bank was then tested against the expert opinions of four selected respondents utilising a case study research methodology, as detailed by Yin (1994: 1-17). The respondents represented two selected civil engineering consulting firms, one based in a developed country with an extensive interest in the Middle East, and the other based in an emerging country itself, with operations throughout Africa. The outcome of the research ii highlighted several internal risk factors affecting development in Africa and the Middle East, such as capacity, staff experience, available resources and corporate culture. External factors were, however, the primary focus of respondents’ feedback, and included the reliability of energy supply in the target country, the condition of the built infrastructure such as roads and ports, tax rates and cost of finance, the prevalence of corruption as well as the risk of civil conflict and political instability. The Project Risk Guideline was the final output of this research process, which represented a synthesis between the literature review, the case study investigations as well as synthesis of various accepted risk evaluation techniques. The Guideline is a stage-gate sequential process, and may be utilised by civil engineering consulting or contracting firms with an interest in risk profiling and mitigation for project developments in emerging nations.

The procurement process, from the demand formulation to the final delivery of a public building to the end-user, is defined by the government in terms of procedures and policies to be followed, which is based to be ineffective and inefficient where the process as a whole from a client-value perpective, is flawed. Presently, the National Department of Public Works(NDPW) as a governmental administration is deemed to be a controlling institution and cost centre rather than a service provider. This mind-set is reflected by the inability of government project implementing agencies such as the NDPW to deliver projects successfully in terms of cost, time, and quality whilst failing to meet the government's socio economic objectives to create employment opportunities, stimulate economic growth, and transfer skills to the previously disadvantaged through black economic empowerment (BEE) initiatives. Client satisfaction has widely been recognised by researchers as one of the key challenges for quality improvement in the construction industry. It is a vital factor in the development and management of the construction process, as well in the creation of efficient organisation-client relationship. In addition, client satisfaction is deemed to be a catalyst for client retention which is a success strategy for any organisation. This thesis is primarily concerned with project performance and service delivery by the NDPW as a government project implementing agency that involves an integrated approach that considers the entire supply chain of a construction project. The success or failure of a project is is not the effect of a single variable, or factor, but a set of variables interacting with each other to produce the final result. An extensive review of related literature that entails the analysis of publications related to the projectimplementation and construction project management realm was deemed necessary to formulate a clear understanding of the complexities of implementing projjects within the public sector. The use of systems thinking as the nucleus of the multi-methodological approach to this research was to assist in ascertaining the primary causes of the problem situation and to clarify the process of project implementation as a sub-system within the greater system of the construction industry. The success of projects depends as much on the client as it does on the implementing agencies, project managers (PMs), consultants, contractors and the suppliers of materials.

The well-known concept of a Project Manager managing an I.T. project in relative isolation is no longer a viable option for organisations that are running numerous projects simultaneously. Due to the enormous costs and risks involved in many of these projects, there needs to be a means to ensure success. This has led to the establishment of the concept of a Project Management Office (PMO). An autonomous business unit that is responsible for managing all projects within an organisation. The need for a Project Management Office (PMO) to effectively manage multiple projects is becoming more and more accepted worldwide. The benefits of a PMO are well documented, but whether these benefits will apply to organisations within the NMM area needed to be investigated. A detailed analysis of the benefits of Project Management and in particular a PMO, have been investigated by means of a literature study. An investigation into the effectiveness of PMO’s in South Africa in general, was conducted by means of a survey targeted at a group of I.T. Project Managers located in all the major centres. A further survey was conducted among local I.T. managers to determine their current level of success and their expectations for the future. When reviewing the expectations of local I.T. management against the performance of Project Managers that are currently operating within PMOs, it is clear that organisations within the NMM area are in need of PMO’s and would certainly benefit from their establishment.

The purpose of the research was to investigate factors that obstruct successful completion of projects in the Nelson Mandela Bay Municipality (Electricity and Energy Directorate). The literature review was done to understand the concept of project success; the study concluded that project success is the completion of project within time, within budget, within specifications while ensuring the satisfaction of all the stakeholders. Five factors that could obstruct project success were considered in this research, which are: Project managers, Scarcity of human resources, Organisational culture, Organisational structure and the Business strategy. A quantitative approach was used in the study to establish the relationship of these variables to project success and to establish the correlation between the variables.The research revealed that organisational culture has a stronger relationship to project success. Scarcity of human resources, organisational structure and business strategy do not have a significant relationship to project success, however organisational structure and business strategy have a strong correlation to organisational culture which in turn influences the project success.

A thesis submitted in fulfilment of the requirements for the degree of Doctor of Philosophy in Building to the Faculty of Engineering and Built Environment, University of the Witwatersrand , Johannesburg, 2017 / This study proceeds from the premise that the dissatisfaction of the clients with the outcomes of the construction projects stems from their objectives not being met by the industry. The study aimed at investigating public sector clients’ performance in the South African construction procurement with a view to establishing how their efficiency and effectiveness could be improved during procurement processes. The specific research objectives are to: identify the key performance indicators (KPIs) for public sector clients in their procurement process; assess and analyse the weaknesses and strengths associated with public sector clients’ performance in the construction procurement process; develop a methodical approach to the measurement of public sector clients’ performance in their procurement processes; and recommend implementable approaches to improving client performance in the public sector procurement process. A qualitative and quantitative mixed method research design was adopted in carrying out the study. This involved the use of interviews and structured questionnaire survey. Data were collected from National and Provincial Departments of Public Works as public sector client representatives in South Africa. Based on the analysis of the organogram, a total of six functional units involved in the procurement process were identified and targeted for the purpose of data collection. The purposive sampling technique was adopted for the study. These are Heads of Departments, Deputy Directors General responsible for construction projects, Chief financial officers, Heads of supply chain management, Heads of human resources management, and senior project managers. Information collected included issues leading to uncovering of public sector key performance indicators (KPIs) and strengths and weaknesses associated with public sector clients’ performance. Data collected were analysed using content analysis to determine the themes and constructs leading to the identification of public key performance indicators. Further analysis was carried out using mean ranking analysis of factors associated with the strengths and weaknesses associated with public sector clients’ performance. The results of the research show project delivery process as good, not excellent; no detailed template for clarifying project briefs; legislative and administrative procedures lead to time and cost overruns; lack of adequate capabilities within in-house trained professionals and technical expertise to supervise all projects, insufficient in-house professionals to be represented on each project site; lack of mechanism to monitor in-house professionals’ participation on project sites; low participation of end users’ agents due to high incapacitation of User Department organisation; DPW are highly incapacitated because of lack of standard documentations; lack of professional training and short courses to enhance the skills and expertise of technical professionals. Other results show that delayed/late payment to contractors and end user agents due to cash flow challenges; weak or neglect of project monitoring and supervision; disputes between project managers and consultants as a result of quality of work done by contractors; bureaucratic bottlenecks and long decision making processes; design changes and variation due to contingent events, unforeseen circumstances due to weather, earthworks, disasters, changes in User Department briefs and challenges due to administration and political issues. The findings could also be drawn from challenges in descending order of importance from the human resources management units, the financial management units, the supply chain management units, project management units, decision making processes, planning units, design, briefing, documentation and policy issues. The study concluded that 137 public sector key performance indicators are identifiable for assessing public sector client performance in South African procurement. It also concluded that out of several challenges, the human resources, financial management, supply chain management, and project management challenges are the most severe challenges that beset the National and Provincial Department of Public Works, while the documentation and policy issues are less severe. Implementable recommendations were made to specific user departments. The human resources management units in the South African National and Provincial Departments of Public Works should adopt the recommendation suggested in this study to improve the effectiveness and efficiency of professionals during their project delivery process. / XL2018

A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Science in Building, 2016 / South African public sector clients use a variety of Total Quality Management (TQM) practice in infrastructure project delivery. However, there is a dearth of information on the impact of TQM on these projects. The three main drivers of public projects delivery are time, cost and quality. In many instances, the quality of the work is lacking and this in return hamper service delivery and consequently cost and time overruns are experienced. Furthermore, The public sector in the South African construction industry is the main employer of consultants, contractors and professionals in the construction fraternity, could lead from the front by bring the culture of quality in the construction industry. The study is investigating the level of TQM adoption in the public sector and is motivated by the limited academic research that has been done locally in TQM with respect to construction industry, especially from the client’s perspective. Internationally there have been extensive studies that were conducted on the subject. In general, there are ten elements of TQM, if practiced, there is an opportunity for positive results which can be attained both in short and long term basis. A questionnaire was used to collect the qualitative data, from public sector engineers and technicians, Consulting engineers and Contractor, which is then analysed using a range of statistical techniques, tables and graphs. In general, TQM concepts are used in the South African public sector infrastructure projects. There public sector should work towards quality management certifications, which will translate into standardised quality process. TQM can only be achieved if there are already process in place. Keywords TQM, Infrastructure projects, Project management, Service delivery Public sector, South Africa / EM2017

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: This research is a mini-study project that involves a Iiterature study of secondary sources as well as a questionnaire distributed within Nissan South Africa (NSA) to obtain primary data. A natural outflow from the matrix structure applied at NSA is the lack of positional authority for project managers to request resources from other functional departments; resulting in a "responsibility-author~ gap". This research project attempts to determine which sources of influence, as well as their effectiveness perceived by project team members, are used to overcome the "responsibility-authority gap" at NSA. A representative sample of questionnaires was received from respondents within NSA. According to the questionnaire results, the most important influence methods project managers should use, as preferred by project team members, were determined as project authority, professional integrity, knowledge and work challenge for the members. A positive correlation for all the project manager influence methods used at NSA when the project managers' effectiveness rating in completing projects, indicates that project personnel positively associates the above mentioned influence methods with a project managers' effectiveness. Project managers' preferred leadership techniques at NSA to overcome their "responsibility--authority gap" was found to be negotiation, personality and/or persuasive ability and competence. Based on the study, the most prominent need at NSA, work challenge, requires management intervention if employee satisfaction and retention requires improvement. The writer recommend that assigned tasks should be professionally challenging to project team members. The writer feels confident that the research done within this study is a helpful contribution to the pool of knowledge, regarding project manager influence styles and the relative effectiveness of each. / AFRIKAANSE OPSOMMING: Hierdie navorsing is 'n mini studie projek wat 'n literatuur studie bevat vanaf sekondere bronne. Die navorsing projek het ook 'n vraeboog behels wat binne Nissan Suid Afrika (NSA) versprei is om primere data te verkry. 'n Natuurlike uitvloeisel van die matriks struktuur toegepas by NSA is die tekort aan posisionele outoriteit vir projek bestuurders om bronne te verkry van funksionele departemente; die resultaat is 'n "verantwoordelikheid- outoriteit gaping". Hierdie navorsings projek probeer om vas te stel watter bronne van invloed, en ook die effektiwiteit daarvan soos ervaar deur projek spanlede, word gebruik om die "verantwoordelikheid-authoriteits gaping" te oorkom by NSA. 'n Verteenwoordigde monster van vraeboe is ontvang vanaf respondente in NSA. Volgens die vraeboe se resultate is die belangrikste invloedmetode wat projek bestuurders moet gebruik, soos verkies deur projek spanlede, vasgestel as projek outoriteit, professionele integriteit, kennis en werk uitdaging vir die spanlede. 'n Positiewe korrelasie is gevind vir al die projekbestuur metodes wat gebruik word by NSA, met die projek bestuurder se effektiwitiet ten opsigte van die voltooing van projekte. Hierdie postiewe korrelasie dui aan dat projekspanlede bogenoemde invloed metodes positief aan 'n projek bestuurder se effektiwiteit koppel. Projekbestuurders se gekose leierskap metodes om hul verantwoordelikheidoutorite- gaping" te oorkom is bepaal as onderhandeling, persoonlikheid en/of oorredings-vermoë en bevoegdheid. Die studie het bevind dat die mees prominente behoefte, werk uitdaging vir die spanlede, benodig bestuurs intervensie as werknemer satisfaksie en behoud verbeter wil word. Die skrywer beveel aan dat take wat aan projekspanlede gegee word moet profesioneel uitdagend wees. Die skrywer voel optimisties dat die navorsing in die studie positief kan bydra tot die huidige poel van kennis, in verband met projekbestuurder invloedmetodes en die relatiewe effektiwiteit van elk.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: The business format, franchising, can be defined as "the granting of a licence for a predetermined financial return by a franchising company (franchisor) to its franchisees. The grant entitles them to make use of a complete business package, including training, support and the corporate name (branding and logos). Thus enabling them (franchisees) to operate their own businesses to exactly the same standards and format as the other units in the franchise chain." (Grant 1985, p4 as cited by Altinay, L. 2004) Franchising as a business model can be seen in essence as a proven business model that is sold as a "best practices knowledge" model to franchisees. Although the "best practices" approach is at the core of franchising no formal methodology was found to exist to guide the development thereof. The lack of a formal methodology in this regard has given rise to various self-designed so-called "project management" approaches as found to be applied in the development of franchise outlets. This mini-thesis sets about testing the theoretical and practical integration of a formal project management approach, in fast food franchising market. Both from a theoretical and practical point of view it was found that the integration of a formal project management methodology and franchising as a business model would improve the functionality of franchising as a whole. By developing a formal methodology in a course for the franchising model, better control over the limited scarce resources (money, time, quality and people) at its disposal can be obtained, allowing optimal growth through proper development, planning, monitoring and delivering of business outlets. / AFRIKAANSE OPSOMMING: Die besigheids formaat, naamlik agentskap, kan beskryf word as: die vergunning van 'n lisensie teen 'n voorafbepaalde finansiële tarief deur die maatskappy, aan sy agentskappe. Die vergunning leen hulle daaraan toe om gebruiksnut van die hele pakket te kan benut, insluitende opleiding, ondersteuning en korporatiewe naams- (handelsmerk en logo) gebruik. Sodoende bevoeg die gebruiksnut die agentskappe om hulle eie besighede tot dieselfde standaarde en formaat as die ander agentskappe in die groep te bedryf. (Grant 1985, p4 soos aangehaal deur Altinay, l.2004) Agentskap as 'n besigheids model kan beskou word in wese as 'n erkende besigheids model, wat verkoop word as 'n "beste kennis praktyk" model, aan die organisasie se agentskappe. Alhoewel die "beste kennis praktyk" metode, aan die kern van agentskap is, is geen formele metodologie gevind wat die ontwikkeling daarvan reguleer nie. Die tekort aan 'n formele metodologie in die aanwending van agentskap het tot gevolg gehad dat verskeie self ontwikkelde sogenaamde "projek bestuur" metodes in gebruik geneem is in die ontwikkeling van verskeie agentskappe. Hierdie mini-tesis is daartoe gemik om teoretiese en praktiese integrasie van 'n formele projek bestuur metodiek in die kits kos agentskap mark te beproef. Beide van 'n teoretiese en praktiese perspektief was dit bevind dat die integrasie van 'n formele projek bestuur metodologie en agentskap as 'n besigheids model, die funksionele toepassing van agentskap as 'n geheel sal bevorder. Deur die daarstelling van 'n formele agentskap kursus bied dit die organisasie beter kontrole oor hulle beskikbare skaars hulpbronne (geld, tyd, kwaliteit en mense), wat optimale groei bevorder weens die ontwikkeling van verbeterde ontwikkeling, beplanning, toesighouding, en lewering metodes.

Thesis (MBA)--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: The Chevron Cape Town refinery was constructed in 1996 with a crude capacity of 100,000 barrels per day (bpd). The focus of the unit is production and meeting the nameplate market demand. The project environment for the refinery is that of maintenance and gradual upgrade. The majority of projects handled are small capital projects. The aim of this research is to identify what the success criteria for project management should be for projects carried out within the small capital projects department of Chevron's Cape Town refinery. An important distinction to make is that this study looks at project management success and not project success, although the aspects of project success will be discussed to highlight how closely related the two concepts are. Project success is not directly proportional to project management success and neither is project management success directly proportional to project success. In the past decades, project management success was usually indicated by the project completion within the time, cost and performance constraints (Kerzner, 2004:29). This has now evolved to understanding all the objectives of the project. Project management can still be deemed successful even if it did not meet all the objectives of the project and vice versa, as long as there are mutual trade-offs agreed to by the developer (project manager) and the client. White and Fortune (2002:1-11) conducted a survey to identify common criterion used for defining project management success. The three criteria identified for judging project success are completion on time, within the budget and to performance (specification). Project management success has been found to be a very difficult topic to define. This research report shown that project management success needs to be moved beyond the iron-triangle to other criteria like safety and meeting the objectives of the client. What was evident was that criteria, factors, dimensions and measures are concepts widely used by researchers and it is hoped that these topics. A very interesting discovery during my first interview was that project management success comes in three phases or parts, which are pre-delivery, delivery and post-delivery. What was evident from this research was that the criteria for project management success need to be established up front before the project gets to the delivery phase. There is no way that one can measure project management success when the success criteria one is looking for at the end of the project have not been established up front. The case study is summarised using the diagram in chapter five showing the new project management success criteria that needs to be adopted by the refinery. Future research into project management success criteria could include a survey which could go out the whole refinery and not just the representative sample who were interviewed for this report which could confirm the project management criteria found in this report. / AFRIKAANSE OPSOMMING: Die Chevron Kaapstad raffinadery is in 1996 gestig met 'n ruolie kapasiteit van 100,000 vate per dag. Die fokus van die eenheid is produksie en om aan die marknavraag te voldoen. Die projekomgewing van die raffinadery is instandhouding en mettertydse opgradering van die raffinadery. Die meerderheid van projekte wat hanteer word is klein-kapitaalprojekte. Die doel van hierdie navorsing is om te identifiseer wat die sukseskriteria vir projekbestuur behoort te wees vir projekte wat binne die klein-kapitaaldepartement van Chevron se Kaapstad raffinadery behartig word. 'n Belangrike onderskeid om te maak is dat hierdie studie na projekbestuursukses kyk en die projeksukses nie, alhoewel die aspekte van projeksukses ook bespreek sal word om uit te lig hoe naby verwant die twee konsepte aan mekaar is. Projeksukses is nie direk proporsioneel tot projekbestuursukses nie en omgekeerd. In die afgelope dekades was projekbestuursukses gewoonlik aangedui deur die afhandeling van die projek binne die tydsraamwerk, koste en prestasiebeperkinge (Kerzner, 2004:29). Hierdie konsep het intussen uitgebrei na 'n verstaan van al die doelwitte van die projek. Projekbestuur kan steeds as suksesvol beskou word al het dit nie aan al die doelwitte van die projek voldoen nie, en omgekeerd, solank as wat daar wedersydse toegewings deur beide die ontwikkelaar (projekbestuurder) en die kliënt gemaak word. White en Fortune (2002:1-11) het 'n opname gemaak om die algemene kriteria te identifiseer wat gebruik word om projekbestuursukses te definieer. Die drie kriteria wat uitgewys is om 'n projek te evalueer, is afhandeling van die projek binne die tydsraamwerk, koste en prestasiebeperkinge. Projekbestuursukes is 'n baie moeilike onderwerp om te definieer. Hierdie navorsingsverslag wys dat projekbestuursukses verby die “yster-driehoek” moet beweeg om ander kriteria soos veiligheid en die voldoening aan die kliënt se doelwitte, in te sluit. Wat duidelik na vore gekom het is dat kriteria, dimensies en metings konsepte is wat wyd deur navorsers gebruik word. 'n Baie interessante ontdekking gedurende die eerste onderhoud was dat projekbestuursukses in drie fases of dele voorkom, naamlik voor-lewering, lewering en na-lewering. Wat duidelik uit die navorsing is, is dat die kriteria vir projekbestuursukses voor die aanvang van 'n projek vasgestel moet word, voordat die projek die afleweringsfase bereik. Daar is geen manier wat projekbestuursukes gemeet kan word wanneer die sukseskriteria wat aan die einde van 'n projek gesoek word, nie aan die begin vasgestel is nie. Die gevallestudie word opgesom deur die diagram in hoofstuk vyf te gebruik wat die nuwe projekbestuursukseskriteria aandui wat deur die raffinadery aanvaar moet word. Toekomstige navorsing in projekbestuursukseskriteria kan 'n opname insluit wat aan die hele raffinadery gestuur kan word en nie net die verteenwoordigende steekproef met wie daar vir hierdie verslag se doeleindes onderhoud gevoer is om die projekbestuurkriteria van hierdie verslag te bevestig nie.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: This study project deals with an investigation into the development for, and achievement of, project management best practices in the City of Cape Town. It is a fact that the average ratepayer expects to receive more and better services for less money. This will only be achieved if the organization can work more efficiently and provide more effective services to the communities. To be able to deliver these improved services at lower cost, the City of Cape Town needs to implement the Integrated Development Plan (lOP) and the programmes attached thereto through a project management approach; with the projects grouped within each program, in a matrix organization structure that will enable for the successful execution of projects that cut across multiple functions. A matrix organization can only be successful if everybody in the organization understands the concept and if functional managers are willing to share their resources and functional (subject) knowledge with project managers. The process to establish a project management methodology can be supported by a central project management office, headed by a professional project manager with sufficient authority within the organization. If the organization is serious about the successful execution of its lOP commitments and all its projects, then the central project management office will have to facilitate the development to project management maturity by being the focal point for the consistent application of project management processes and methodologies. The central project management office can support decentralized project management offices in the areas of activity, to ensure uniform standards and practices throughout the organization and to take responsibility for project management training in the organization. A project management best practices questionnaire was sent to people that deal with projects in the organization. The results indicated that there are many areas that require very urgent (immediately) and urgent training (within the foreseeable future) to be able to change the organization from a pure functional organization to a matrix organization. The custodian for this training must be the central project management office in the organization. This whole process needs to be implemented in a structured way with sufficient budget and resources provided for. Professional assistance needs to be sourced to ensure that the project management methodology is implemented correctly. / AFRIKAANSE OPSOMMING: Hierdie werkstuk het ten doel gehad om 'n ondersoek te doen na die ontwikkeling vir, en die bereiking van, beste praktyke vir projekbestuur in die Stad Kaapstad. Dit is 'n feit dat die gemiddelde belastingbetaler verwag om meer en beter dienste te verkry vir minder geld. Dit sal alleenlik bereik kan word indien die organisasie meer effektief kan werk en meer doeltreffende dienste aan die gemeenskappe kan lewer. Om in staat te wees om die beter dienste teen laer koste te lewer moet die Stad Kaapstad die Geïntegreerde Ontwikkelingsplan (GO) en die programme daarmee verbind implementeer d.m.v. 'n projekbestuurbenadering; met elke program gegroepeer in projekte, geïmplementeer binne 'n matriks organisasiestruktuur, ten einde die projekte wat meervoudige funksies raak suksesvol te kan afhandel. 'n Matriks organisasie kan alleenlik suksesvol wees indien almal in die organisasie die konsep verstaan en indien die funksionele bestuurders bereid sal wees om hulle hulpbronne en funksionele (vak-) kennis te deel met die projekbestuurders. Die proses om 'n projekbestuurmetodologie te vestig moet die ondersteuning van 'n sentrale projekbestuurkantoor hê, bestuur deur 'n professionele projekbestuurder met die nodige gesag in die organisasie. Indien die organisasie ernstig is om die Geïntegreerde Ontwikkelingsplan suksesvol te voltooi, asook al die projekte, sal die sentrale projekbestuurkantoor die ontwikkeling van projekbestuurkundigheid tot volwassenheid moet fasiliteer deur die sentrale fokuspunt te wees vir die konsekwente aanwending van prosesse en metodologieë. Die sentrale projekbestuurkantoor kan die gedesentraliseerde projekbestuurkantore ondersteun in die areas om te verseker dat eenvormige standaarde en praktyke regdeur die organisasie in gebruik is en om verantwoordelikheid te neem vir projekbestuuropleiding in die organisasie. 'n Projekbestuur beste-praktyke vraelys was uitgestuur aan mense wat by projekbestuur betrokke is in die organisasie. Die resultate het aangedui dat daar baie areas is wat baie dringende (onmiddellik) en dringende (binne die afsienbare toekoms) opleiding benodig om die organisasie in staat te stel om te verander van 'n oorwegende funksionele organisasie na 'n matriks organisasie. Die voog vir die opleiding moet die sentrale projekbestuurkantoor wees in die organisasie. Hierdie hele proses moet op 'n gestruktureerde basis geïmplementeer word met voldoende begroting en hulpbronne. Professionele hulp moet ingebring word om te verseker dat die projekbestuurmetodologie reg geïmplementeer word.