Since South Africa is a developing state, the roles of the parastatals in stimulating economic growth and contributing to the alleviation of unemployment and poverty eradication are inevitable. South African parastatals find themselves with numerous initiatives that become projects as part of these initiatives. The projects vary from small to large capital investments. Parastatals are strategic assets that need to account for taxpayers’ funds. This thesis considers that the executed projects can add value only if there is a link to the strategic objectives. The effectiveness of this link can be established by having benefit realisation metrics. The metrics should have a process of measuring performance of projects based on strategic objectives. The thesis views projects that are executed outside strategic objectives as not viable. Without a clear process of using strategic objectives as a guide to measure success of projects, the expenditure in parastatals will remain unaccounted for, resulting in what could lead to a PFMA issue. The argument in this thesis, as well as its theoretical concept, is that the lack of strategic leadership has resulted in the challenges facing parastatals with regard to capital expansion and small projects that are executed without linking them to strategic objectives. Aggravating this situation is the blind loyalty to the PMBOK framework used by parastatals in executing projects; yet the framework has a gap regarding the knowledge areas of leadership and change management. The development of the thesis is through in-depth interviews carried out in two parastatals, namely, Eskom and Transnet. The interviews were conducted with respondents who are involved in projects, ranging from senior executives down to project administrators. The research was done in order to assess whether the projects executed in parastatals do, indeed, support strategic objectives. The effectiveness of the link between projects and strategy was based on the premise that when strategic leadership components are practised by the leadership, an execution process requiring proof of value add to the business through a link to the strategic objectives will be the basis for executing projects. The research found organisational structures that were rigid, and bureaucracy was the norm. The PMBOK framework that had been adopted was inadequate. Major findings were that most projects were not linked to strategic objectives and that there was poor strategic leadership at all levels. In view of this, there is a need to get the right leadership and have a rigorous process of ensuring that initiatives that become projects are, indeed, linked to the strategic objectives. 13

This thesis states the tasks of the analyst: communicating with commercial customer to establish their requirements; reframing those requirements by negotiation in order that programmers can understand it to write the codes efficiently. Soft System Methodology (SSM) is an effective approach to identify the situation of the problem. In my thesis, I will improve a new business – oriented method that is called Process Improvement for Strategic Objectives (PISO) with SSM to make PISO have more efficiency and more quality. My first scientific contribution is to find the relationship between SSM and information system, explore how to adopt Soft System Methodology into a commercial information system analysis. Then I will do detailed research regarding how to improve PISO method with SSM.

The thesis is focused on management analysis of the selected organization in terms of components and factors that are then used to design of the system of strategic management Balanced Scorecard. The first part is focused on describing the theoretical background concerning the issue of the effect of the organizations administration and management. Comprehensive evaluation of the level of management is performed in the second part. Organizational performance is assessed using the Balanced Scorecard method. Particular perspectives, strategy, targets and their measurements are determined for organization. The interdependence of the targets is presented in the Strategic Map. The conclusion is made by evaluating the achieved findings and formulating specific recommendations for the selected organization.

This master’s thesis deals with project of company’s Eisberg, a.s. business strategy. The master’s thesis describes and analyzes particular sections of company’s business in that the company works. I’m finding imperfections in these sections and sequentially I’m processing proposals and disposals that can enable to better the position of the company in the market.

Masters in Public Administration - MPA / In January 1997, Robben Island Museum (RIM) opened its doors to the public as a tourist destination. This was done without any formal management structure or strategic planning, to cope not only with its mandate as the first National Museum of the new democratic South Africa, but also to meet the demand of the great interest of visitors to see this prison where the icon of the liberation struggle, Nelson Mandela was incarcerated for 27 years. This operational take-off without formal administrative management structure and strategic planning was understandable given the social and political transitional climate in the country. The effect thereof as the old adage states ‘failure to plan is planning for failure’ seems to hold true for RIM who is struggling to become a well-managed national heritage site. RIM over the years have been beset with governance and management challenges and enjoyed continual bad publicity. The study’s aim was to bring an understanding of what the major governance and managerial challenges were and to make recommendations to address those. The study was guided by a central research question namely What were the administrative and management challenges of RIM and in what ways did it impact on the operational effectiveness of RIM as a national museum and World heritage site. A number of findings emanated from the study. A key one was that clarity of roles and responsibilities of the council and the management is required. Furthermore, the vision and mission of RIM must inform the formulation of strategies to give effect thereto. This in turn must be the base for the development of an appropriate organisational structure to implement the strategies. A number of recommendation stems from the research. An important one was that appointment must be on the basis of ‘fit for purpose’. This means that staff with the right skills and capacity should be appointed as a matter of priority. In conclusion, the findings of the study could be used by other heritage organisations faced with similar organisational challenges.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2016-02-17T11:57:21Z No. of bitstreams: 1 Jéferson de Souza Flores_.pdf: 1723525 bytes, checksum: 5bded8f0d950d6f43dc793068201c09b (MD5) / Made available in DSpace on 2016-02-17T11:57:21Z (GMT). No. of bitstreams: 1 Jéferson de Souza Flores_.pdf: 1723525 bytes, checksum: 5bded8f0d950d6f43dc793068201c09b (MD5) Previous issue date: 2011-06-06 / Nenhuma / O alinhamento entre as estratégias da Tecnologia de Informação - TI e os Objetivos Estratégicos da Organização é considerado um elemento chave do sucesso empresarial. Nesse sentido, a análise das ferramentas de TI utilizadas nas atividades organizacionais deve priorizar a busca de fatores que, além de alinhar a Tecnologia da Informação e os Objetivos Estratégicos, sirvam como mecanismos de monitoramento e controle do desenvolvimento das atividades e das decisões tomadas pelos gestores. Neste contexto, a presente pesquisa aborda o tema Business Intelligence - BI direcionado à obtenção dos objetivos estratégicos, utilizando a Governança Corporativa como instrumento de controle. Como objetivo da pesquisa, buscou-se diagnosticar as características das ferramentas de BI que contribuem para a consecução dos objetivos estratégicos quando analisadas à luz dos Princípios de Governança Corporativa. O estudo de caso exploratório utilizou como instrumento de coleta de dados a entrevista semiestruturada cujas evidências coletadas foram tratadas, com o auxílio de software específico, com o uso das técnicas de análise léxica, análise de conteúdo e análise de discurso. A análise dos dados resultou em quatro características das Ferramentas de BI (Confiabilidade, Consistência, Disponibilidade e Capacidade Preditiva), que contribuem para a obtenção dos objetivos estratégicos da organização, considerando a relação de tais características com os Princípios de Governança Corporativa. / The alignment between the strategies of Information Technology – IT and the organization's strategic goals is considered a key element of business success. In this sense, the analysis of IT tools used in organizational activities must prioritize the search for factors that, in addition to aligning Information Technology and the Strategic Objectives, serving as mechanisms for monitoring and controlling the activities development and decisions taken by managers. In this context, this research addresses the topic Business Intelligence focused on the achievement of Strategic Objectives, using the Corporate Governance as an instrument of control. Search aim sought, diagnose the features of BI tools that contribute to the achievement of strategic objectives when examined in the light of the Principles of Corporate Governance. The exploratory case study used as data collection instrument a semi-structured interview which evidence collected were treated, with the help of specific software, with the use of lexical analysis techniques, content analysis and discourse analysis. Data analysis resulted in four characteristics of BI Tools (Reliability, Consistency Availability and Predictive Capacity), which contribute to the achievement of the organization's strategic goals, considering the relationship of such features with the Principles of Corporate Governance.

Magistro darbe nagrinėjami pagrindiniai Lietuvos ir užsienio autorių moksliniai darbai, susiję su projektų valdymu bei strateginių tikslų įgyvendinimu organizacijoje. Išanalizuoti ir susisteminti teoriniai projektų valdymo įgyvendinant organizacijos strateginius tikslus ypatumai, pateiktas teorinis organizacijos strateginių tikslų ir projekto sąveikos modelis. Dokumentų analizės metodu, atliktas tyrimas, kurio metu buvo siekiama nustatyti tris aspektus. Pirma, buvo siekiama parodyti projektų finansinę naudą Šiaulių universiteto veiklai. Antra, nustatyti, į kokius dokumentus orientuojamasi rengiant projektą ir ar tuose dokumentuose yra numatomas projektų valdymo procesas. Trečia, buvo siekiama išsiaiškinti į kokius strateginius tikslus yra orientuoti pasirinkti projektai. Šiam tyrimui atlikti pasirinkta nagrinėti Šiaulių universiteto strateginius dokumentus, veiklos ataskaitas, Lietuvos Respublikos teisės aktus, reglamentuojančius aukštojo mokslo finansavimą bei pasirinktų tirti 3 projektų paraiškos. Siekiant išsiaiškinti sąveiką tarp projektų valdymo ir strateginių Šiaulių universiteto tikslų įgyvendinimo, buvo atliktas pusiau struktūruotas interviu metodas, taikant giluminio interviu principus. Apklausta 12 ekspertų, iš kurių: 3 – aukščiausiojo ir viduriniojo lygio vadovai, 3 – Projektų vadybos skyriaus darbuotojai, 6 – projektų vykdytojai. Atlikus tyrimą paaiškėjo, kad projektų valdymas Šiaulių universitete yra itin svarbi veikla. Išanalizavus pasirinktus dokumentus... [toliau žr. visą tekstą] / Master’s work deals with the main aspects of scientific papers of Lithuanian and foreign authors related to project management and strategic objectives realization in an organization. There are analyzed and systemized theoretical project features on implementation of the Organization‘s strategic aims. Also, there are submitted strategic objectives of Organization‘s and project's theoretical interaction model. The method of document analysis was designed to identify three aspects. Firstly, the work aims to show the project‘s financial benefits in activities of Šiauliai University. Secondary, it determines in which documents is focused during the project management process. Thirdly, the aim was to find out in what strategic objectives selected projects are oriented. The research is based on Siauliai University strategic documents, activity reports, Lithuanian legislation which are related to the higher education funding and the application of 3 selected projects. In order to determine the interaction between project management and the strategic objectives of the University of Šiauliai, was selected a semi structured interview method, based on principles of deep interview method. There were interviewed 12 experts: 3 high and mid-level managers of Šiauliai University, 3 – members of department of Project management, 6 – project executors. The analysis of selected documents showed that there is a direct and indirect connection of EU structural support funds for the projects and... [to full text]

The subject of this thesis is the IdentCORE company operating in the area of identification RFID media and plastic cards printing as a distributor and reseller. The main goal is to build a business plan and to identify the market and product opportunities. Another goal is to identify new opportunities on one of the markets of the EU in the segment of RFID component. The theoretical part is dedicated to the structure, purpose and content of a business plan together with the definitions of the analysis used in this project. The practical part of the business plan itself deals with specific values achieved and the evaluation of those observed. As an output of this work, the establishment of the IdentCORE company with a defined financial plan, design innovation in service offerings and successful implementation of e-shop with a new web presentation, was put in process.

The master's thesis is focused on development strategy of a small company. The strategic analysis included in this thesis shows the company’s position on the market. The thesis provides a complex strategy of further development according to the analysis results, the corporate vision and the strategic objectives of the company. The strategy includes the aspects of functional strategies, concrete proposal of solutions and schedule of its implementation.

O gerenciamento de processos de negócio (BPM – Business Process Management) é uma abordagem estruturada que apoia as empresas a melhorar os seus processos fundamentais, dentre os quais se destaca o processo de desenvolvimento de produtos (PDP). Entretanto, a literatura é escassa de uma orientação sistêmica para guiar a seleção de ações de melhoria para o PDP de modo que se considere os objetivos estratégicos do processo. O foco das ações, geralmente, é somente em superar as deficiências relativas à situação atual. O objetivo da presente pesquisa é desenvolver um método de seleção de ações de melhoria para o PDP que contemple tanto o diagnóstico da situação atual quanto a situação futura desejada para o processo. A abordagem metodológica denominada Design Research Methodology (DRM) é utilizada para conduzir o desenvolvimento da pesquisa, e dois estudos de caso foram aplicados para avaliar a aplicação do método. Ele é constituído por quatro etapas correspondendo à definição dos objetivos estratégicos, a análise dos problemas que ocorrem no PDP, a avaliação das ações de melhoria, e a priorização delas de acordo com os prazos no horizonte de tempo, a complexidade e os recursos envolvidos para implementá-las. A proposta ainda utiliza as boas práticas do PDP para proposição das ações de melhoria, e aplica o processo de roadmapping para o mapeamento, seleção e priorização das ações. A novidade é a integração dos objetivos estratégicos do PDP em programas de melhoria, estendendo o modelo de melhoria tradicional associado à abordagem BPM. Os resultados da aplicação do método indicam que ele apresenta-se como estímulo para as empresas alcançarem o alinhamento estratégico no PDP e buscarem por novas práticas gerenciais e técnicas em prol da melhoria do desempenho desse processo. / The Business Process Management (BPM) is a structured approach that supports companies to improve their core processes, among which stands out the new product development (NPD). However, the literature is scarce of a systemic orientation to guide the selection of improvement actions for NPD in order to consider the strategic objectives of the process. Usually the focus of actions is only on overcoming shortcomings relative to the current situation. The aim of this research is to develop a method of selecting improvement actions for NPD that considers both the diagnosis of the current situation and the future situation desired for the process. The methodological approach called Design Research Methodology (DRM) is used to drive the development of the research, and two case studies were applied to evaluate the application of the method. It consists of four stages, which are the definition of the strategic objectives, the analysis of the problems that occur in NPD, the evaluation of improvement actions, and the prioritization of them in accordance with the time, the complexity of the actions and the resources involved to implement them. This proposal also uses the NPD good practices to define the improvement actions, and applies the roadmapping for mapping, selecting and prioritizing the actions. The novelty of the method is the integration of the NPD\'s strategic objectives into improvement programs, extending the traditional improvement model associated with the BPM approach. The results of the application of the method indicate that it is a stimulus for the companies to reach the strategic alignment in the PDP and to apply new managerial and technical practices in order to improve the performance of the process.