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M. Ing. / Digital Video Broadcasting-Handheld (DVB-H) is a technology that enables the reception of television services/programmes on a specific mobile handheld device. MultiChoice Subscriber Management Services (Propriety) Limited, in the year 2006, commenced a project in South Africa; to deploy a trial DVB-H network. The initial phase of the project included the major cities, namely Johannesburg, Cape Town and Durban. The trial network deployed in South Africa assisted MultiChoice in optimizing the efficiency and reliability of the system. It was at this stage that MultiChoice decided to deploy the DVB-H network in other parts of Africa. MultiChoice soon applied for frequency licenses in Nigeria, Kenya and Namibia. These licenses would enable MultiChoice to operate the DVB-H networks on a commercial platform in those countries; and would also enable MultiChoice to start generating an income by providing this service. Shortly after being awarded a license to broadcast DVB-H, a commercial DVB-H network was launched in Kenya in April 2007. The network consisted of two broadcast sites, at the time. MultiChoice came to an agreement with one of the local Mobile Network Operators (MNO) in Kenya to assist MultiChoice in getting the mobile television handset to the Kenyan people. The MNO possessed the required customer base and also the correct billing infrastructure. An immediate concern was raised by the MNO, about the DVB-H network coverage. With DVB-H, portable outdoor network coverage is guaranteed; however, to obtain coverage inside a building, can be somewhat problematic, especially if that building consists of two or more walls. It will be difficult for the DVB-H signal to penetrate those walls. The MNO’s retail outlets were mostly situated in shopping centre type buildings, hence, the MNO put forward a request for coverage inside the outlets where the mobile handset will be sold. This means that network coverage inside these shopping centre type buildings was required. Therefore, an indoor broadcast system was required in order to obtain the required coverage inside the building. MultiChoice decided to undertake a project to design and build this type of system for the current trial DVB-H network deployed in South Africa. This project would be used as a case study for future projects to be implemented for the network in Kenya. In order to successfully implement an Engineering related project, it is essential to consider both the Project Management aspects and the Engineering Management aspects of that particular project. These two concepts are very closely linked and should not be considered individually when implementing an Engineering project. It is understood that all projects go through certain life cycle phases in some form or other. This document provides the background theory to the four commonly recognized phases of the Project Life Cycle, it is then further shown how various aspects of these life cycle phases were applied to the actual project; and how the implementation of these aspects could improve project performance in the future. Some Engineering Management principles are also discussed and shown how they were applied to the actual project. Elements of this case study shall provide useful information for the projects to be implemented in Kenya.

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 Engineering (Mechanical, Industrial, and Aeronautical Engineering), October 2017 / The research was conducted to investigate the existing cultural factors that influence international projects and whether project teams are aware of these dynamics. The research specifically focused on South African and German project teams. One company from each country was chosen for the investigation; namely Company SA (from South Africa) and Company GER (from Germany); Company SA is Company GER’s subsidiary company. The project teams that were included for data collection were working on the Medupi/Kusile coal-fired, new-build power stations. The commissioning of these power stations is severely delayed. A case study approach was utilised to collect data; and qualitative methods were incorporated. This entailed conducting semi-structured interviews with six managers; two of which were based at Company SA and four at Company GER, respectively; and participant observations at Company SA’s and Company GER’s prefabrication workshops. Cultural factors do exist in international projects and the project-specific ones were summarised for the project relationship between the South Africans and Germans. Furthermore, the management level is mindful of cultural factors; however, their employees are not consciously aware that the reasons for their differences stem from cultural diversities. All managers also were of the opinion that management of cultural factors do affect the successful outcome of projects. Both companies have not provided their employees with a fixed technique or process on how to manage and adapt in projects with variable cultures. Some recommendations were included regarding methods to increase knowledge and manage an international project where there is cultural diversity; including specifics to manage a South African and German project. / CK2018

by Lam Chak Hou, Sunny, Yung Kai Tin, William. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaf 58). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF FIGURES --- p.iii / PREFACE --- p.iv / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Study Objectives --- p.4 / Chapter II. --- APPROACHES AND METHODOLOGY --- p.5 / Approach --- p.5 / Methodology --- p.6 / Chapter III. --- THE COMPANY --- p.8 / Hongkong Telecom (HKT) --- p.8 / Subsidiaries --- p.9 / Joint Ventures --- p.11 / Chapter IV. --- EXISTING SYSTEMS --- p.12 / Real-time Online Sales Executive (ROSE) --- p.15 / Subscriber Services Control (SSC) --- p.16 / Subscriber Billing (SBS) --- p.17 / Shortfalls of existing systems --- p.19 / Chapter V. --- DRAGON PROJECT --- p.21 / Background --- p.21 / Dragon System Functional Description --- p.23 / Dragon Project Team --- p.29 / Initial Project Plan --- p.32 / Project Management Mechanism --- p.34 / Project Status --- p.36 / Chapter VI. --- PROBLEMS --- p.38 / Chapter VII. --- CONCLUSIONS --- p.43 / Chapter VIII --- RECOMMENDATIONS --- p.49 / Dragon Project --- p.49 / Package Implementation in general --- p.54 / Final Comments --- p.58 / BIBLIOGRAPHY --- p.59

by Loh Shing Wai. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 52-54). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / ACKNOWLEDGEMENTS --- p.vi / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Technology Transfer --- p.1 / Purpose of Study --- p.3 / Scope of Study --- p.5 / Approach and Methodology --- p.5 / Chapter II. --- BACKGROUND INFORMATION OF THE STUDENT FINANCIAL ASSISATANCE AGENCY --- p.7 / Historical Background --- p.7 / Organization Structure and Staffing --- p.9 / "Vision, Mission and Values" --- p.10 / Corporate Culture --- p.12 / Local Student Finance Scheme --- p.13 / Chapter III. --- ENVIRONMENTAL ANALYSIS --- p.15 / External Environment --- p.15 / Internal Environment --- p.16 / Chapter IV --- STUDENT FINANCIAL ASSISTANCE MANAGEMENT SYSTEM --- p.18 / Existing IT Environment --- p.18 / Development of Proposed System --- p.19 / System Objectives --- p.20 / Project Schedule --- p.20 / Project Control --- p.21 / Development Approach --- p.22 / Chapter V. --- FINDINGS AND ANALYSIS / IT Project Implementation Issues --- p.23 / Merging the Islands of Automation --- p.23 / Assimilating Emerging Technologies --- p.23 / Partnership of Three Constituencies --- p.24 / Findings --- p.25 / Analysis --- p.26 / Leadership --- p.26 / Business Changes --- p.28 / Project Team --- p.29 / Team Spirit --- p.31 / Lack of Confidence --- p.31 / Comments from Focus Group --- p.33 / Chapter VI. --- CONCLUSION --- p.35 / Chapter VII. --- POSSIBLE COURSES OF ACTIONS AND RECOMMENDATION --- p.38 / Leadership Style --- p.38 / Roles of Senior Manager --- p.39 / User Representative --- p.39 / Project Team --- p.40 / Communication Strategy --- p.40 / User Training --- p.44 / User Manuals/Documentation --- p.44 / APPENDICES --- p.45 / BIBLIOGRAPHY --- p.49