M.Tech. / The question whether risk management contributes to project success is considered relevant considering the long history and high rates of failure in Information Technology (IT) projects. Much work and research has been done to investigate the relationship between risk management and project success but very few studies provide empirical evidence to substantiate the claims made on the relationship between these two concepts. Poor risk management has been associated with project failure while the question whether good risk management results in project success still cannot be unequivocally answered. The goal of this study is therefore to investigate the implications of project risk management maturity on project success in the South African telecommunications industry. To achieve the goal of this research a literature review was carried out to unearth the research questions relevant to this study. A survey questionnaire was compiled and sent out to IT project managers in the telecommunications industry in Gauteng, South Africa. The questionnaire gathered quantitative data from a purposive sample large enough to produce the results needed for this research. The questionnaire evaluated the risk management maturity of organisations in the telecommunications industry. It also determined definitions of project success that are prevalent in the industry and ranked factors that influence project outcomes. Furthermore, the questionnaire set out to establish current IT project success and failure rates in the telecommunications industry. This data was then analysed and conclusions drawn about risk management maturity and project success. Recommendations to the telecommunications industry were made based on the findings of the data analysis. The purpose of a literature study in this research was to provide clarity and focus for the research problem. It also broadened the researcher’s knowledge about the specific research area, thus allowing the researcher to become acquainted with the available body of knowledge regarding why and how risk management is associated with project success or failure. The quantitative research approach was used as it is on the basis of quantitative data that a correlation between risk management maturity and project success can be determined. A survey questionnaire was used as it provided anonymity, confidentiality and ease of administration. The findings of the research indicate that risk management maturity in the telecommunications industry is low. Organisations that claim higher levels of risk management maturity also have higher rates of IT project success. However this correlation is not significant when the responses are considered out of the organisational context. This is an indication that the organisational environment plays a role in determining project outcomes. The delivery of business benefits and customer satisfaction are more important than the traditional view of measuring project success by time, budget and scope/quality. Furthermore, communication within the project team and between team members and the customer has been found to be necessary for the delivery of successful IT projects. The improvement of risk management practices increases the chances of project success. Organisational effort in improving risk management practices does yield positive project outcomes. This research highlights areas for further investigation in the study of the relationship between risk management and project success.

M. Ing. / In this modern era, times and technology are changing at an ever increasing rate. Along with these changes, various challenges are presented for the future of engineering in South Africa. Moreover, ways and means of innovatively supplying in the need for future scholars in engineering and science is crucial for the economic stability of South Africa. This dissertation examines a model for the effective management of a Mathematics Advancement Programme, utilising engineering management technology, for a community engagement project to innovatively create future engineering scholars for tertiary education institutions. Application of project management and control systems theory, while including some leadership concepts, is made in the operational structure of a Maths Advancement Programme. Control systems theory has been applied to project management in order to create a sustainable method of monitoring feedback in a triangulation sampling system. The combination of non-probability sampling and purpose sampling systems forms the basis of the triangulation system. Evidence is presented regarding the findings on how effective the training of facilitators, in terms of leadership, was in comparison to other similar projects. Engineering Management Technology was used to practically run a community education project, this process clearly helped to establish improved results in mathematics and a renewed interest in engineering and science. It is also suggested that Control Systems related to project management and decision making should be researched further; in order to obtain greater benefits from the collaboration of these two areas of knowledge.

M.Comm. / In hierdie studie is daar gekyk na aspekte van bestuur in stelselingenieurswese. Ondersoek is ingestel na wat stelsels en stelselingenieurswese is, en waarom die bestuur van 'n stelselingenieursfunksie anders is as die bestuur van 'n funksionele lynfunksie. Sekere metodes en hulpmiddels is ook bespreek wat die projekbestuurder kan help in die uitvoering van sy taak. Hoofstuk twee handel oor stelsels en die begrip stelselingenieurswese. Hierdie hoofstuk dien as agtergrond vir hoofstukke drie en vier, wat handel oor bestuursaspekte in stelselingenieurswese. Die volgende afleidings oor die eienskappe van stelsels word in hoofstuk twee gemaak • 'n SteIsel bestaan uit verskillende komponente 'n Stelsel het 'n inset, uitset, en beheermeganisme Die komponente van 'n stelsel is op 'n funksionele wyse van mekaar afhanklik. Die eienskappe en gedrag van elke komponent in die stelsel het 'n irrvioed op die eienskappe en gedrag van die stelsel as 'n geheel. Daar is 'n spesifieke doelwit of funksie wat deur die stelsel bereik moet word.

M.Ing. / Many small emerging engineering companies, in especially South Africa, employ only a single engineer (this is mainly due to the shortages of qualified engineering staff). The engineers in many small engineering companies find themselves in the situation where they are responsible for many areas and fields, from design, management and in some cases finances too. This leaves very little time to plan projects with the detailed attention that each and every project requires no matter how small or large. It was the famous and true words of Harvey MacKay, “If you fail to plan, you plan to fail”, that if any project is undertaken without planning is going to fail on some level. It is undertaken, in this dissertation, to investigate the classical project management process and to ascertain the possibility of simplifying this process so that engineers in small engineering companies have an effective project management process that is economically feasible and will fit into already tight project time lines. A survey was conducted in order to get a good understanding of how project management is viewed in small engineering companies. The results of the survey support the theory that project management in small engineering companies is sadly lacking, and is viewed as an expense rather than a tool. Two case studies were performed; these highlight the value of project management. Initially poor project management leads to successful although late projects; with an improvement of the project breakdown structure and improved project management skills the second case study had some very surprising results. Finally the conclusion highlights that project management has very positive impacts on even the smallest of projects. Unfortunately there are no shortcuts when it comes to project management and what you put in is what you can expect to get out.

M.Phil. / The relationship between the Mining House / Owner and Project House can be spectacularly successful for both partners (and has resulted in the emergence of a few successful new project houses and plant operation companies all over the world), but can also be disastrous for both parties, if managed incorrectly. The main requirement for a successful relationship between a Mining- and Project House is that there must be something in it for both parties. This is not only measured in customer perception of value for money (Mining House) and profits by the Project House, but is also affected by mutual respect, the working relationship and the perception that both can profit from the relationship by the following activities: • Procurement of goods and services. • Providing assistance in absorbing and adopting process technologies. • Addressing environmental concerns like Environment Impact Assessment, HAZOP studies as well as disaster management plans. • A project management team who can ensure proper control and timely reporting to the financial institutions, ensuring there are no cost and time overruns. • Provide due diligence in order to assign proper value to the assets, business portfolios, brand equity, technology/product, etc. • For retrofits, revamps, technical/ energy audits, upgrading the processes / quality of product through minimal investment routes. • In ensuring all aspects of quality management right from the concept to commissioning stage, involving corporate commitment to the quality management process enabling the companies to follow good manufacturing practices. • To provide knowledge management services i.e. depth of knowledge rather than the breadth. Until recently, most Mining Houses locked outsourcing in the back room - using it to pass off unimportant functions and processes to competent specialists so that managers could focus on more critical activities and core business. This is all changing as outsourcing is increasingly making its way into executives' strategic toolkits. In other research studies [5; C; K; N] three types of outsourcing relationships have been identified namely conventional, collaborative and (business) transformational outsourcing. Mining Houses can use conventional outsourcing to generate cost efficiencies in support processes. Collaborative outsourcing is used both to upgrade business processes and to provide flexibility to respond to changing business needs. Business transformation outsourcing holds a higher standard and is a comprehensive approach to create both new capabilities and to use them to achieve a clear strategic objective.

D.Ing. / An integrated project team strategy (IPTS) does not start with a detailed list of performance measures, but with the appropriate mindset of what is in the interest of the project. The purpose of IPTS is to unite the core project participants (the 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company’s interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) is based on three core principles - a common project incentive scheme, well-defined project success criteria and project control systems and procedures that focus on the project’s needs and do not entice local optimisation. The first leg of IPTS is that all the core project participants share in a common project incentive scheme, therefore their actions are focussed on the same target because it determines the size of their bonuses and incentives. Project success criteria are the second leg and represents the common project target. However, determining priorities in a project strategy is regularly done incorrectly with negative impact, therefore the project success and failure criteria must be well defined for all three areas namely project management, product and relationship success. This is essential for measuring the project success because it forms the basis for reporting progress the project wellbeing during the implementation phase as well as the “successful” outcome at project closure Traditional project control systems and metrics, which were used to measure the progress of the project, tend to measure progress in isolation because they do not consider the overall need of the project. Local optimisation in terms of for instance tons steel erected per hour occurs because that is how managers on the project are assessed, however, that is not in the interest of the project. Although conventional project strategies do not exclude integrated team performance evaluation, all their systems and procedures are based on the performance of a single project participant or division of a participant, thereby creating the ideal breeding ground for local optimization and moves the focus away from the overall project. When looking at some of the latest business publications like that of Eliyahu M. Goldratt (“The Goal”, “It is not luck” and the “Critical Chain”[9]) it is clear that IPTS biggest advantage is to eliminate local optimization encouraged by the more conventional project controls strategies. Because the way people are measured has such a big impact on their behaviour, project control systems and metrics are the third leg of the IPTS tripod. For these reasons, IPTS is a completely new game, which relies on deep commitment to provide a broad flexible framework for doing whatever is required in the current context to ensure project success. It is not about what happened since the deal was struck, nor who is actually responsible for it, but about the success of the project because all participants will reap the benefits of a successful project. In a sense, the demand emphasis for IPTS is shifting from a purely financial to a more strategic approach. In so doing, it is prompting more and more clients and managers into systematic re-examinations of their business models’ structures, efficiency and effectiveness for factors such as local optimization. Often stereotypically conservative and with a cultural bias for control, most clients and service providers in the South African mining and mineral commodity industry have been late and reluctant to let go of their control and associated local optimisation. However, the array of challenges confronting the industry makes control for control’s sake a costly indulgence, which cannot be afforded any longer Not only does IPTS have the ability to change lose-lose relationships to win-win relationships, but most importantly it has the ability to unite all the core project participants in a single integrated project team focusing on the same goals. A number of typical IPTS cases have been developed as part of the research and are included in this thesis as guidelines for the implementation of the research results. These cases were also evaluated practically by testing it during interviews with industry practitioners.

The aim of this study is to understand the definition of Enterprise Resource Planning Systems (ERP), explore the most distinct phases and steps used during the implementation life cycle and the different elements of project management. All the fundamental concepts are evaluated during the various stages of the implementation and there is a highlighted detailed discussion on the implementation life cycle or the phases that a project needs to go through. This content will concentrate on providing an overall understanding of ERP systems, the benefits that a company can achieve by implementing an ERP system, a clear understanding of the role and use of these systems and an understanding of the various approaches to implement ERP systems. Before the start of any implementation or engagement a clear understanding of the approach or the order of the implementation steps needs to be understood. This allows transparency and provides the entity, that is about to implement the ERP system a clear framework description of the steps in the implementation process towards a successful ERP implementation. The methodology that would be under the magnifying glass is one from SAP known as the Accelerated ASAP methodology. This methodology is usually customized by all the different implementers or consulting houses. However there would be specific reference made to the ASAP implementation methodology steps. The successful implementation by using structured project management methodologies and reporting has become increasingly important and implementers always strive to refine and make changes to the standard methodology to fit to the needs of the implementation at hand. These elements where changes are made will be highlighted and discussed. The assessment of the ERP system can be done from various perspectives and at different stages both during and after the implementation has been completed. There should be a clear understanding with regards to when the effectiveness of the system is being judged. The assessment for this study will be conducted from both the process owners as well as the consultants doing the actual implementation during the different stages of the implementation and after the implementation. The focus will be on actual benefits and successes instead of costs involved with the implementation of the ERP Systems. Benefits will be discussed from an operational, strategic, infrastructure, managerial and organizational level. ERP project implementations yield substantial benefits to the entities that adopt them and these benefits will clearly be indicated. / Mr. Cor Scheepers

South Africa is currently faced with the challenge of reducing the huge backlog of infrastructure delivery to communities that were previously disadvantaged. Given the prioritization of empowerment by the South African government, the previously disadvantaged and marginalized sector of the construction industry that comprises mainly, Small and Medium Enterprises (SMEs) is the preferred vehicle of delivery. However, consequent to their historic position outside of the mainstream construction industry, they lack the requisite project management expertise and experience to make good on this objective. This study investigates the characteristics of the personnel managing SMEs and the SMEs themselves, the usage, necessity, importance and adequate use of the techniques, effectiveness and potential applicability of various project management techniques to improve the performance of the SMEs in delivering the much-needed infrastructure. The study also identifies those external and internal factors that are detrimental to the effective implementation of project management techniques. Given the aforementioned, a descriptive survey was conducted among contractors who were either registered members of the Gauteng Master Builders Association (GMBA) or the National Home Builders Registration Council (NHBRC) in Gauteng. The data was collected using a semi-structured, structured and open-ended interview questionnaire, and analysed using descriptive analysis, severity index and content analysis respectively. The findings indicate that experienced and educated personnel manage SMEs. There is usage of essential project management techniques, which the contractors agreed are necessary and important in managing their projects. There is inadequate use of project management techniques among the SMEs. When used, the techniques brought about improvement in the delivery of projects. The research also established various factors that deterred the adequate implementation of project management techniques, namely, lack of adequate project information from professionals, time and financial constraints. The research concludes by suggesting that if significant improvements in the delivery of construction projects are to be attained, the findings stated need to be taken into consideration. / Mr. F.C. Fester Prof. F.A.O. Otieno Mr. I.O. Adegoke

Considering the vital part which the construction industry plays in the economy of South Africa, as well as the objectives of the reconstruction and development thereof, the failure of contractors, despite all the interventions to identify and eradicate the root of the problem, is a matter of great concern. In November 2000, the Construction Industry Development Board Act (2000) was promulgated which led to the inception of the cidb with a mandate to implement an integrated strategy for the reconstruction, growth and development of the construction industry. The matter of contractor development has been widely studied and investigated since the inception of the cidb in 2000. However, the purpose of this study was to focus on the business problems faced by Grade 5 to 7 CE / GB Potential Emerging Contractors, with regard to construction organisations that make the move from small to medium businesses. The intention was to contribute to the successful transition from small to medium businesses by means of structured initiatives. In order to achieve this, a new business strategy must be adopted. It was therefore necessary to extensively consider the surface and core competencies required for making the transition. Liquidity problems that the transition entails were explored, as well as contractor misconceptions with regard to contractor development. In the course of the study, unethical practices and entitlement issues experienced in the built environment and the effect of this on contractor success were explored. The study aimed to recommend a structured framework for co-ordination between assistance, mentorship, contractor needs, client departments, cidb NCDP best practice guidelines and the most important of all, self-empowerment. This study further endeavoured to find possible solutions regarding the assistance requirements, as well as self-empowering objectives for emerging contractors taking the challenging step from small to medium business and by implication, becoming sustainable contractor enterprises in Grades 6 to 8. Political imperatives need to be weighed against the high unemployment rate. The Gross Fixed Capital Formation (GFCF) indicates that there are not enough sustainable contracting opportunities to allocate to Contractor Development Programmes (CDPs). This is aggravated by the tendency that too many hopeful aspirant entrepreneurs, lacking construction surface and core competencies, are seeing the built environment as an easy industry to enter. Just less than 50% of cidb registered contractors exited the register of active contractors during the last ten years ending 2nd quarter 2015. 45% exited during the last five years. This indicates that there is a serious sustainability problem in the built environment. Considering the GFCF contractor opportunities there are too many cidb registered contractors. However, enterprise failure is not only an Emerging Contractor (EC) problem, but occurs across the board. A dangerous notion that the large national construction firms should no longer qualify for public contracts can have disastrous implications for an already embattled industry. Large national firms are the trend setters in the built environment, which coach the much needed construction surface and core competencies. If upgrading is the measure of success the current CDP statistics do not confirm that the strategic objectives of the National Contractor Development Programme (NCDP) are being achieved. All contractors, including black owned contractors, are faring substantially better than their EC counterparts participating in CDPs. Upgrading should carry less weight and sustainability and high performance should become the focus. A serious lack of construction surface and core competencies was identified. If contractor development is the objective the structure of the cidb grading system should be reviewed. It is recommended that the broad CDP hierarchical structure should streamlined and partly privatised to focus on the core strategic objective of contractor development.

The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.