M.Phil.

D.Comm. / The successful implementation of organisational change is the theme of this study. It has been found that the majority of change initiatives fail, mainly due to poor conceptualisation and planning, and the lack of proper integration of the people and business dimensions of change (which will be referred to respectively as the systematic and interactive aspects). This leads to change resistance and increases the chance of failure. Little practical guidance is available on how to overcome this and to integrate the two aspects of change across the organisation(s), throughout the entire change process, from conceptualisation through to change completion. The purpose of the study is to develop a practical model for implementing a successful change program. The model will be designed using a combination of readily available skills and techniques, and is intended to be sufficiently generic to enable its use across all change projects and types of organisations. Accordingly the objectives of the study are: • To capture the challenges faced by organisations in integrating the systematic aspect of change management (such as system design) and the interactive aspect (such as people empowerment, buy-in). • To develop and test the Facilitative Project Management Model for Integrated Change, over three case studies. The model draws upon the disciplines of project management, which provides a structured "no surprises" approach to the management of change. This mostly addresses the systematic aspect of change. To properly incorporate the critical interactive aspect of change the project management discipline is combined with the powerful techniques of neutral facilitation, which provides a psychologically safe environment for team participation and ownership. This combination forms a model which through the case studies is shown to support an integrated change effort and aid successful change outcomes.

M.Ing. (Engineering Management) / The triple constraint considerations in construction projects determine failure or success of projects. The key reasons of a winning project comprise of identification, monitoring, control and management of projects risks. Projects, over the years, failed to be completed within the contracted triple constraints. The persistent failure of construction projects in South Africa contributes to lack of development in skills and infrastructure. It is hypothesized that a deeper comprehension of the triple constraint and strategic management may supplement success of construction projects. It is difficult to complete projects within the stipulated triple constraint elements due to the high degree of unforeseen circumstances. Although the success of construction projects is confined to the triple constraint, the projects successes can also be influenced by other external factors and intra-management of the triple constraint including trade-offs. The ever escalating societal demand makes it a necessity to keep up through intensive investigation into construction projects. Communication breakdown is one of the sources of errors and is therefore essential for practicality of the survey in the investigation. A questionnaire was chosen for the survey. The collected data was organised into qualifications and experience and was presented in a tabular and graphical formats. Due to the anticipated reluctance to participation, a larger number of people were engaged. Contrary to the contextual information, the fieldwork survey indicates that projects are successful relative to the triple constraint elements. The success or failure of projects is largely founded on the triple constraint elements except for contractors who in addition to the triple constraint cite other factors. The scarcity of engineering and construction skills in South African government is hurting success of construction projects and therefore infrastructure and skills development and sustainability. In conclusion, both the contextual and fieldwork survey attribute failure of construction projects to lack of understanding and poor management of the triple constraint elements and trade-offs. These conclusions are however limited to failure to survey all project management data, sample size, ability to address questions and honesty of participants. A further study into a bigger sample of this specific study is proposed.

A project management model for efficient and effective church management became important as we noticed the shift from a modern to a postmodern culture. The shift obviously requires new theological reflection. This culture shift bring a new self- and world understanding with it. The positioning of the church in this new context is therefore important. The church (theology) has to reflect on the implications and compatibility of this new understanding of self and world for a Christian understanding of reality as revealed in the Bible. Up front in this research (not in detail) some dimensions of the culture shift that is occurring were described. This research then briefly reflects on the challenges and opportunities that they offer to theologians and the church. The intention was to formulate appropriate management responses to enable the church (theologians, clergy and other Christians) to cope with these challenges and opportunities. This research was therefore undertaken to determine the place and function of Project Management in the church. Attention was given to Project Management as a solution to the current management needs in congregations. It was found that Management per se as a science is not unfamiliar in the church, but that it is merely neglected. Project Management will have to uphold the nature, being, character, purpose and structure of the congregation according to the Word of God. Project Management will have to find its place as a gift of the Spirit of God to specific believers in congregations. Project Management will have to be a process whereby believers, as people in active congregational service, continuously engaged in congregational activities, try to use human and other resources as efficiently as possible, in order to fulfil all the ministry needs of the congregation and to achieve specific goals. To have been able to achieve this, the basic Project Life Cycle of initiating, planning, executing, control and closing were researched and applied. This research showed that members of the church do not yet use Project Management, as a science. It is recommended that the church should apply Project Management principles in order to enable the church to become according to the will/intention of God. It is expected of the pastor and members to exhibit project management expertise for which he/she has never been trained. For the first time a member of the congregation (he/she) is confronted with the management of people, tasks and projects within a church environment. Despite this lack of project management knowledge, the church expects a member to perform this new responsibility with the same degree of dexterity as they have performed their normal congregational duties and functions. The purpose of this investigation was to provide a project management process model to the church environment. The objective of this study was to provide the project manager and congregational members with a generic project management process model. This process model can be seen as a rout map of the project management process within the project management discipline. It should enable all project stakeholders to identify the project management processes, as well as understand how they are linked together, and what their interaction with one another is. The relevant project management theory that is applicable to each process and sub-process of project management, and which needs to be applied, is handled comprehensively. The result of this study is nothing more than a step by step process to project management for the church. Up front this study defines project management and put it into the context of the church. It then defines what a project is. The needs and growth of this management discipline for the church was then emphasizing. This study shows that project management consists of four generic phases namely, project initiation, project planning, project execution and project closure. The relevant tools and techniques used in each of these four phases, as well as the problems to project manager might experience, are emphasized and discussed. The project management process was then put in the context of a project management system. The project management system was in turn then put in the context of the congregation and its relevant congregational functions. This project management process model should enable all members of the congregation, to get an overall picture of project management in the church environment. It will facilitate the church to understand the project management process and its sub-processes. / Thesis (PhD (Practical Theology))--University of Pretoria, 2006. / Practical Theology / unrestricted

M. Ing. / Projects are generally undertaken because they are part of the plans to advance organisations to new levels of performance and to operationalise business strategies. Projects are however constrained by conflicting demands and competing priorities within the project environment. Project success is a topic of much debate, but it is generally agreed that successful projects meet the strategic objectives and higher purpose of the endeavour. The processes and methods of project management provide the structure, focus, flexibility and control to help guide significant project investments to beneficial change. The project management body of knowledge (PMBOK) endorses that every project is governed by the triple constraint, which reflects a framework for evaluating competing demands. The triple constraint is a critical project management concept that originates from the project basis and provides direction for framing the project. The triple constraint comprises the three key elements of scope, time and cost. Quality is an inherent objective of the project specification that takes root in all three properties of the triple constraint. The current literature in the project management domain suggests that there exists a lack of appropriate (and consistent) scholarship on the triple constraint and its dynamics. Project managers often create an illusion of tangible progress by relying heavily upon traditional on-time, on-budget and on-target measures – yet this tactic fails to address the strategy ambiguity or establish appropriate project goals. The triple constraint trade-offs are also often perceived as organisational problems that have a definitive solution – yet this tactic fails to effectively negotiate the triple constraint and leads to destructive conflict.

This diploma thesis is focused on current situation analysis of the company with particular designed change of project management. This change is aimed to set up a Scrum agile method. Basics of Scrum agile method are explained in the first chapter of this diploma thesis. Based on the knowledge gained from analitical chapter of this thesis there are designed specific changes according Scrum principles in the last chapter.

Increasing economic pressure forces personnel within the construction industry to be more prudent and thorough with their decision-making processes. To this end, the possibilities of pursuing incorrect courses of actions must be minimized in order to increase the chances of a successful project culmination. The research contained herewith shall investigate the usage of a review process that if utilized properly, can reduce conflicts, oversights, cost over-runs, and other deleterious actions that can inversely affect the successful outcome of a project. Through the use of the Biddability, Constructability, Operability and Environmental (BCOE) process, construction industry personnel can ensure and effectively manage projects to a desirable end state.

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Yes / This seminar paper analyses the links between regeneration and international development, and describes project approaches in international development. In the light of these two perspectives it then goes on to discuss the main issue facing management of development or regeneration projects to-day.