ENGLISH ABSTRACT: Most people working in the software industry recognise that developing software to predictable schedules is risky and not easy. They experience problems to estimate how long the development of software will take. Underestimation leads to under staffing and setting too short a schedule. That in turn leads to staff burnout, low quality and missed deadlines. Overestimation can be almost as bad: Parkinson's Law that work expands to fill available time comes into action, which means the project will take as long as estimated even if overestimated. Currently people do no put in much effort to estimate jobs and therefore projects take as long as they take. Methods to manage uncertainty lead to putting in excessive safety and then wasting it. Business usually presents a target for the project with tremendous pressure for low 'estimates' during the bidding process and in the end this target becomes the plan. Best practice appears to manage the gap between this target and the estimate as a risk on the project. Without an efficient work breakdown structure (WBS) one cannot accurately estimate. Subject experts should help the project manager to plan the detail of how the work should be done. A functional design by a systems architect helps to break down the technical tasks. This is very important because omitted tasks will not be estimated for. The first step towards sound estimates is to estimate the size. This is extremely difficult at the initial phase but can be overcome if the company store history of size and completion time in a repository. Although lines of code are most often used as a size measure, function points or function blocks appear to be better, especially for the initial estimate. If an organisation has not kept historic data, now is the time to start doing it. The suggested procedure to follow before starting to gather information, is to define what is going to be kept (the norms), to delimit the defined data, to discipline the collection, to deposit it in an established repository and to deliver it in readily usable format. The tool used for storing these metrics must provide building in factors that influence effort like complexity, skills level, elapsed time, staff turnover, etc. There are many different techniques for estimation. The best option seems to use a combination of estimates and include developer opinion and a mathematical method like function point analysis. Estimation of software development, like all other work processes, need management control and this is called metrics management. This process includes establishing some kind of modeL Empirical models, based on a database with data stored by ones own company, give the best results. Two very good models are the Putnam model and the Parr model (for smaller projects). Even the best model and process is never perfect. Therefore the estimation process must be continuously monitored by comparing actual duration times to estimates. Be careful with feedback on how accurate estimates were. No feedback is the worst response. Carefully discussing the implications of underestimation and putting heads together to solve the problem appears to be the best solution. / AFRIKAANSE OPSOMMING: Die meeste mense in die sagteware industrie erken dat om sagteware te ontwikkel teen voorspelbare tydskedules, gevaar inhou en nie maklik is nie. Hulle ondervind probleme om te skat hoe lank die ontwikkeling van sagteware hulle gaan neem. Onderskatting lei tot te min hulpbronne en te kort skedules. Dit veroorsaak uitbrand van mense, lae kwaliteit en einddatums wat nie gehaal word nie. Oorskatting is byna net so erg. Parkinson se Wet dat werk geskep word om beskikbare tyd te vul, kom in aksie en aan die einde beteken dit die projek neem so lank as wat geskat is, selfs al is dit oorskat. Huidiglik doen mense nie veel moeite om tyd te skat op take nie en daarom neem projekte so lank as wat dit neem om te voltooi. Metodes om onsekerheid te bestuur lei tot die byvoeg van oormatige veiligheidstyd net om dit daarna weer te verkwis. Die besigheid verskaf gewoonlik 'n mikpunt vir die projek met geweldige druk vir lae skattings tydens bieery en op die ou end raak hierdie mikpunt die projekplan. Die beste manier om dit die hoof te bied is om die gaping tussen hierdie mikpunt en die skatting te bestuur as 'n projek risiko. Niemand kan akkuraat skat sonder 'n effektiewe metode van werk afbreek nie. Vakkundiges behoort die projekbestuurder te help om die detail van hoe die werk gedoen gaan word, te beplan. 'n Funksionele ontwerp deur 'n stelselsargitek help om die tegniese take verder af te breek. Dit is baie belangrik aangesien take wat uitgelaat word, nie in die skatting ingesluit gaan word nie. Die eerste stap om by gesonde skattings uit te kom, is om grootte te skat. Dit is besonder moeilik in die aanvanklike fase, dog kan oorkom word indien die maatskappy geskiedenis stoor van hoe groot voltooide take was en hoe lank dit geneem het. Alhoewel Iyne kodering die mees algemeenste vorm van meting van grootte is, Iyk dit asof funksie punte of funksie blokke beter werk, veral by die aanvanklike skatting. Indien 'n organisasie nie historiese data stoor nie, is dit nou die tyd om daarmee te begin. Die voorgestelde prosedure om te volg voordat informasie gestoor word, is om te definieer wat gestoor gaan word (norme te bepaal), om die data af te baken, dissipline toe te pas by die insameling, dit te stoor in 'n gevestigde databasis en dit beskikbaar te stel in bruikbare formaat. Die instrument wat gebruik word om hierdie syfers te stoor moet voorsiening maak vir die inbou van faktore wat produksie beinvloed, soos kompleksiteit, vlak van vaardigheid, verstreke tyd, personeel omset, ens. Daar bestaan menige verskillende tegnieke vir skatting. Die beste opsie blyk 'n kombinasie van skattings te wees. Die opinie van die programmeur asook een wiskundige metode soos funksie punt analise, behoort deel te wees hiervan. Soos alle ander werksprosesse, moet skattings vir sagteware ontwikkeling ook bestuur word en dit word metrieke bestuur genoem. Hierdie proses behels dat daar besluit moet word op een of ander model. Empiriese modelle gebaseer op 'n databasis waarin data gestoor word deur die maatskappy self, gee die beste resultate. Twee baie goeie modelle is die Putnam model en die Parr model (vir kleiner projekte). Selfs die beste model en proses is egter nooit perfek nie. Die estimasie proses moet dus voortdurend gemonitor word deur werklike tye met geskatte tye te vergelyk. Wees versigtig met terugvoer aangaande hoe akkuraat skattings was. Geen terugvoer is die ergste oortreding. Die beste oplossing skyn te wees om die implikasie van die onderskatting met die persoon wat die skatting gedoen het, te bespreek en koppe bymekaar te sit om die probleem op te los.

Mini-research report presented in partial fulfilment of the requirements for the degree of Master of Business Administration at the University of Stellenbosch. / Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: This report is a literature study that focuses on the characteristics of successful project teams in the research and development environment. Successful project teams are becoming an increasingly important factor in business. However, traditional quantitative project management tools no longer give project teams a competitive edge - additional qualitative tools are required, following a systems approach. A number of characteristics of project teams, with the focus on the qualitative issues, particularly the people issues, are investigated. A project team operates in the context of its environment, mostly an organisation with a structure and an organisational culture. Methods and concepts in selecting and managing a dynamic project team within a turbulent and fast changing environment are discussed. The topics covered are: environmental fit, visions and goals, leadership and team roles, systems and procedures, values, organisational culture, rewards and recognition methods,and training and development. This literature study aims to encourage a paradigm shift away form the traditional triangle of budget, brief and time towards a stronger focus on people issues as people are the most important assets of a project team. As people do not behave in a linear way, as required for quantitative tools, new methods and tools are required. The hypothesis that was subsequently formulated from this study states that research and development teams can be more successful if they are regarded as a non-linear system consisting of various inputs, processes and outputs. / AFRIKAANSE OPSOMMING: Hierdie verslag is 'n literatuurstudie wat fokus op die eienskappe van suksesvolle projekspanne in 'n navorsings en ontwikkelings omgewing. Suksesvolle projekspanne raak al hoe belangriker in besigheid. Tradisionele kwantitatiewe metodes is nie meer voldoende vir projekspanne om 'n kompeterende voordeel te bekom nie en moet hierdie metodes aangevul word met kwalitatiewe metodes gebaseer op 'n stelselbenadering. Verskeie karakteristieke van projekspanne, met die fokus op kwalitatiewe eienskappe, in besonder die menslike aspekte word ondersoek. 'n Projekspan funksioneer in die konteks van sy omgewing, meestal 'n organisasie met 'n struktuur en organisatoriese kultuur. Metodes en konsepte in die seleksie en bestuur van 'n dinamiese projekspan in 'n tubulente en vinnig veranderende omgewing word bespreek. Die temas wat gedek word is: omgewingsaanpassing,visie en doelwitte, leierskap en spanrolle, stelsels en prosedures, waardes, organisatoriese kultuur, vergoedings en erkennings metodes, en opleiding en ontwikkeling. Hierdie literatuurstudie mik om 'n paradigma skuif aan te moedig, weg van die tradisionele driehoek van begroting, doelwit en tyd, na 'n sterker fokus op menslikesake aangesien mense die belangrikste bates van 'n projekspan is. Aangesien mense nie op 'n liniere manier reageer soos wat nodig is vir kwantitatiewe metodes nie, word nuwe metodes en gereedskap benodig. Die hipotese wat geformuleer is uit hierdie navorsing, se dat navorsings en ontwikkelingspanne meer suksesvol kan wees indien hulle gesien word as 'n nie-liniere stelsel wat bestaan uit verskeie insette, prosesse en uitsette.

Thesis (MBA (Business Management))--University of Stellenbosch, 2001. / ENGLISH ABSTRACT: The project accounting function is not adequately defined in project management and accounting textbooks. The objectives of this study were to identify the capabilities and potential involvement of the management and financial accountant in project management and to compare these with the responsibilities of the project accountant. A literature study was done. Shortcomings of conventional accounting techniques when applied in proj ect management were identified. This study concluded that the management and financial accountant, combined, is not equivalent to the project accountant. There are certain functions for which the management and financial accountant are qualified, which will not easily be fulfilled by the project accountant. Similarly neither the management nor the financial accountant fully defines the responsibilities of the project accountant and his or her responsibilities would normally include responsibilities other than conventional management and financial accounting. It was not found possible to draw up a list of generic responsibilities for the project accountant. The findings of this study give rise to the possible need for training in dedicated project accounting skills and the development of a professional project accounting qualification. The need for further empirical research was identified. / AFRIKAANSE OPSOMMING: Die projek rekenmeestersfunksie word nie voldoende beskryf in projekbestuur en rekeningkunde handboeke nie. Die doelwitte van hierdie studie was om die vaardighede en die potensiele betrokkenheid van die bestuurs- en die finansiele rekenmeester in projekbestuur te identifiseer en te vergelyk met die verantwoordelikhede van die projekrekenmeester. 'n Literatuurstudie is gedoen. Tekortkominge in konvensionele rekeningkundige metodes, wanneer dit in projekbestuur toegepas word, is geidentifiseer. Hierdie studie het tot die slotsom gekom, dat die bestuursrekenmeester en die finansiele rekenmeester, gekombineer, nie gelyk is aan die projekrekenmeester nie. Daar bestaan sekere funksies waarvoor die bestuurs- en die finansiele rekenmeester voldoende gekwalifiseer is, wat nie normaalweg deur die projekrekenmeester verrig sal word nie. Netso definieer die bestuursrekenmeester en die finansiele rekenmeester gesamentlik nie die verantwoordelikhede van die projekrekenmeester ten volle nie. Die verantwoordelikhede van die projekrekenmeester sal normaalweg funksies buite konvensionele bestuurs- en finansiele rekeningkunde insluit. Dit het problematies geblyk te wees om 'n generiese lys van verantwoordelikhede vir die projekrekenmeester op te stel. Die bevindinge van hierdie studie lei tot die moontlike behoefte vir opleiding in vaardighede vir projekrekenmeesters en die ontwikkeling van 'n professionele projekrekenmeester kwalifikasie. 'n Behoefte aan verdere empiriese navorsing is gerdentifiseer.

Thesis (MBA (Business Management))--University of Stellenbosch, 2006. / ENGLISH ABSTRACT: Globalisation and increased communication flow in the world has increased competition tremendously over the last decade. For organisations to stay ahead of their competition it became essential to adapt quickly. Flexible low cost organisations will become leaders in the industry. Collaboration and teamwork in organisations, especially across functions, could maximise flexibility and productivity. Matrix structures were introduced in the sixties by multinational companies and by the early Seventies many other companies followed suit with mixed success. Academic interest faded after the mid Eighties. The challenge of continual, fast growing organisations is opening a debate for project management and cross-functional structures as teamwork and effective collaboration between functional departments become key to success. This study will focus on application of matrix management structures in the new millennium and project management principles applied by a literature search. The best practice model is compiled with specific application to Skorpion Zinc. Skorpion Zinc is a newly commissioned zinc mine and refinery, applying new technology to produce Special High Grade zinc. Application of this model is verified by personnel from the organisation by means of a questionnaire. Research indicates that most project orientated organisations prefer and use matrix management structures to manage their business. Successes and challenges related to crossfunctional structures are similar to those experienced in the Eighties. Implementation and management of the structure is the key to success. Selecting the correct type of matrix structure that will best support the business is vital. The study reveals that the Weak Matrix Management structure applied in the Refinery Department will enhance personnel management, project management and enable optimal utilisation of resources. In addition to the implementation of the structure focus is required in improvement of project management principles. Enabling factors to the Weak Matrix Structure that needs to be encouraged is a cooperative culture, teamwork, open and effective communication. Skorpion Zinc can use their strength of trust within departments and expand this to an interdepartmental trust. It is concluded that the study has identified the latest trends and success factors related to matrix management structures. Best practice suitable to Skorpion Zinc has been identified and verified. By applying this knowledge, the organisation can look forward to producing zinc cost effectively with a contented workforce, thus becoming a world leader in its class. / AFRIKAANSE OPSOMMING: Internasionalisering en toenemende kommunikasie vloei regoor die wereld het kompetisie geweldig laat toeneem oor die laaste dekade. Vir organisasies om kompeterend te bly het dit al belangriker geword om vinnig te kan aanpas by veranderende omstandighede. Aanpasbare, lae koste besighede sal leiers in die industrie word. Spanwerk en samewerking in organisasies, veral tussen funksionele departemente sal lei tot aanpasbaarheid van die maatskappy en produktiwiteit van werknemers. Matriks strukture was in die sestiger jare bekend gestel deur internasionale maatskappye wie se voorbeeld gevolg was deur ander maatskappye in die vroeer sewentiger jare met gemengde sukses. Akademiese belangstelling het gekwyn na die later tagtiger jare. Uitdagings van vinnig groeiende, dinamiese organisasies het opnuut debat rondom projek bestuur en matriks strukture laat opvlam as gevolg van sukses wat bereik word deur samewerking tussen funksionele departemente. Fokus van die literatuur navorsing studie sal val op die jongste toepassing van matriks organisasie strukture en projek bestuur beginsels. 'n Model van beste praktyke van toepassing op Skorpion Zinc is saamgestel. Skorpion Zinc is 'n jong sink myn en raffinadery, onlangs in gebruik gestel, wat nuutste tegnologie aanwend om Spesiale Hoe Graad sink te ontgin en produseer. Werknemers het die toepaslikheid van die model bevestig deur middel van 'n vraelys. Navorsing dui aan dat meeste projek ge-orienteerde organisasies vierkies en wend matriks strukture aan om hul besighede te bestuur. Vandag se suksesse en uitdagings verwant aan matriks strukture is baie eenders as wat ondervind was in die tagtiger jare. Implementering en bestuur van die strukture is die sleutel tot sukses. Die keuse van die matriks struktuur wat die onderneming sal ondersteun is van kardinale belang. Navorsing dui daarop dat die Afgewaterde Matriks struktuur, soos toegepas in die Produksie Afdeling, personeel bestuur, projek bestuur en optimale benutting van menslike hulpbronne sal bevorder. Dit is belangrik dat aandag toegespits word op verbetering van projek bestuur beginsels tesame met implementering van die struktuur. 'n Samewerkende kultuur, spanwerk, effektiewe en op die man af kommunikasie is ondersteunende faktore vir matriks strukture wat bevorder moet word. Die gevolgtrekking kan gemaak word dat die navorsing beste gebruike en sukses faktore van matriks bestuur uitlig. Gebruike van toepassing op Skorpion Zinc is geidentifiseer en bevestig. Deur die kennis toe te pas kan die maatskappy uitsien daarna om 'n wereld leier op sy gebied te word met lae koste sink produksie en 'n bevredigde arbeidsmag.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / AFRIKAANSE OPSOMMING: Instellings vir hoër onderwys is unieke organisasies deurdat hul grootste groep kliënte verdeel is in twee heterogene groepe met uiteenlopende behoeftes naamlik die staat en die algemene publiek. Hierdie twee primêre kliënte is onderskeidelik verantwoordelik vir die sogenaamde eerste- en tweede-geldstrome van hoër onderwysinstellings. Weens reële afname van die staat se spandering aan hoër onderwysinstellings en die swak kompeterende salarisse van werknemers in universiteite met die privaatsektor, het daar toenemend druk ontstaan om alternatiewe inkomstebronne te ondersoek (sogenaamde derde-geldstroominkomste). Wêreldwyd fokus universiteite op derde-geldstroomaktiwiteite ten einde hul finansiële posisie te versterk. Hierdie situasie het aanleiding gegee tot die vraagstuk oor waar akademici se voorkeur is om hul entrepreneuriese energie te fokus, wat motiveer akademici om hul tyd op sekere aktiwiteite te spandeer en meer spesifiek watter rol speel die finansiële ingesteldheid van die instelling ten einde hierdie gedrag te bestuur? Hierdie studie toon aan dat akademiese instellings wat deur winsgewende verwante finansiële besigheidbeginsels bestuur word wel hoër entrepreneuriese gedrag in die hoofstroomaktiwiteite van die instelling kan toon. Kwalitatiewe en kwantitatiewe navorsingsbenaderings is gebruik om die hipotese te toets, met spesifieke fokus op die Fakulteite Ekonomiese en Bestuurswetenskappe van elke instelling. Drie van die vyf instellings wat ondersoek is het hierdie verband getoon, terwyl een instelling met duidelike redes nie hierdie verband bevestig nie. Die uitkoms van die studie toon ook rede tot omsigtigheid aangesien dit ook daarop dui dat hoër finansiële ingesteldheid nie noodwendig entrepreneurskap in die hoofstroomaktiwiteite bevorder nie, wat die vermoede versterk dat hierdie 'n baie komplekser vraagstuk is as slegs 'n twee-veranderlike probleem. Die doel van die verslag is om hoër onderwysinstellings wat slaag om die stagnering van inkomstestrome uit hul kernbesigheidsakriwiteite die hoof te bied deur finansiële modelle te ontwikkel wat akademici sal aanspoor om hul entrepreneuriese energie op laasgenoemde aktiwiteite te fokus. Die finansiële besigheidsbeginsels waarbinne die konteks van hoër onderwysinstellings van toepassing is en as indikators vir die ondersoek gebruik is, behels onder andere insentiefgebaseerde begrotingsmodelle, deursigtigheid, billikheid, delegering van verantwoordelikheid en goeie bestuursinligtingstelsels. Hierdie studie ontken nie dat ander indikatore ook 'n bepalende rol speel in die gedrag van akademici nie. Akademiese puriste is egter baie pessimisties oor die aanwending van meer suiwer finansiële besigheidsbeginsels in akademiese instellings meestal weens vrese in eie belang. Die studie bevestig egter dat die topbestuur van hoër onderwysinstellings wel finansiële bestuursbeginsels kan aanwend om entrepreneurskap aan te moedig in kernbesigheidaktiwiteite en sodoende finansiële volhoubaarheid te verseker op die langtermyn. / ENGLISH ABSTRACT: Higher education institutions are unique organisations in that their largest group of clients are divided into two heterogeneous groups with differing needs, namely government and the general public. These two primary clients are respectively responsible for the so-called first and second income streams of higher education institutions. As a result of the decline of government's spending, in real terms, on higher education institutions and the poor competitive salaries of employees in universities relative to the private sector, there is mounting pressure to investigate alternative income sources (the so-called third income stream). Globally, universities focus on third income stream activities in order to improve their financial health. This situation has given rise to the question relating to the preference of academics of where to focus their entrepreneurial energy, what motivates academics to spend time on certain activities and more specifically, what role the financial attitude of the institution plays to manage this behaviour. This study reveals that academic institutions that are managed on profit related financial business principles, can show higher entrepreneurial behaviour in the main stream activities of the institution. Qualitative and quantitative research approaches were used to test the hypothesis with a specific focus on the faculties of Economics and Management Sciences of each institution. Three of the five institutions that were investigated revealed this relationship, while one has obvious reasons for not confirming the relationship. However the study also gives a warning in that financial attitude does not imply entrepreneurial activity in mainstream activities automatically. This enforces the suspicion that the quest of this research is far more complex than just a two variable problem. The objective of this report is to challenge higher education institutions to overcome the stagnation of income streams of their core business activities through the development of financial models that will motivate academics to focus their entrepreneurial energy on the latter activities. The financial business principles that are relevant within the context of higher education institutions and were used as indicators for this investigation include, amongst others, incentive based budget models, transparency, fairness, delegating of responsibility and sound management information systems. This study does not deny that other indicators also play a significant role in the behaviour of academics. Academic purists are, however, very pessimistic about the application of pure financial principles in academic institutions, most often, to protect their own interests. The study however, confirms that the top management of higher academic institutions can in fact apply financial management principles to motivate entrepreneurship in core business activities and thus ensure long-term financial sustainability.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: According to Wheatley (1999:157) in the history of human thought, a new way of understanding often appears simultaneously in widely separated places and in different disciplines, these concepts are called our zeitgeist - a way of thinking that characterizes a generation or time period. Wheatley (1999:158) believes that once again we are living in a time when the same concepts are appearing in many places and disciplines. The interest in undertaking this research stems from two current trends. Firstly, that the methodology of project management is increasingly sought by organizations facing an ever changing environment. Secondly, organizations that adopt project management apparently lack the necessary foresight and tools to optimize its human capital in that field. Stayner (1998:5) quoted Wheatley saying: "The problem is, we see something that works, like project-based work, and we want to replicate it. But we don't understand why it works. We think because it's in projects; but really, it works because people are engaged in new, exciting, creative work within their organization on a team that shares values and trust." The writer believes that in today's knowledge economy it is more evident than ever that in order to survive an organization needs to get the people processes right. The Newtonian age called for optimization through machines. The information age calls for a new, systematic approach for the optimization of knowledge workers. Organizations look hopefully to nature to teach us how to do what living systems accomplish with such skill - learn, adapt and change. Organization's interest prompted by the relentless need for organizations to grow and re-from at intervals so short that change has become a continuous demand. Hopefully organizations are coming to the realization that the science of the seventeenth century cannot explain what they are challenged with in the twenty-first century. This study is interested in investigating organizations holistically and its underlying philosophy is to develop a systematic approach to the performance management of project managers based on the principles of the new sciences integrated with current performance management practices in use. / AFRIKAANSE OPSOMMING: Wheatley (1999:157) glo dat daar in die geskiedenis van die gedagtegang van die mens gevind word dat 'n nuwe manier van begrip gelyktydig tot stand kom in wyd verspreide areas en verskillende dissiplines. Hierdie 'gelyktydige gewaarwording' word genoem die zeitgeit van 'n tydperk - 'n manier van dink waarvolgens 'n geslag of periode in die geskiedenis gekenmerk word. Wheatley (1999:158) is oortuig dat die mens weereens in 'n tydperk leef waar dieselfde konsepte besig is om hulle verskyning te maak oor wydverspreide plekke en verskillende dissiplines. Die belangstelling om die navorsing te onderneem spruit voort uit twee huidige neigings. Eerstens, die feit dat die dissipline van projekbestuur meer gesog word by ondernemings wat moet tred hou met 'n voortdurende veranderende omgewing. Tweedens, organisasies wat projekbestuur toepas maar waarby die visie en infrastruktuur ontbreek om die potensiaal van hulle werksmag in hierdie veld te ontgun en verder te optimaliseer. Stayner (1998:5) haal Wheatley aan: "Die probleem is, ons sien iets wat werk, soos projek gebasseerde week, ons wil dit dupliseer, maar ons verstaan nie hoekom dit werk nie. Ons dink omdat dit 'n projek is werk dit, maar eintlik werk dit omdat mense betrokke is in nuwe opwindende, kreatiewe werk binne hul organisasie, in 'n span met dieselfde waardes en onderlinge vertroue." Die skrywer glo dat in die huidige ekonomie, waar kennis gesien word as 'n belangrike produksiefaktor, is dit meer noodsaaklik as ooit tevore dat ten einde te oorleef moet organisasies hulle mensebestuur prosesse regkry. Die Newtonian era het geglo in optimisering deur masjiene. Die informasie era het 'n nuwe, sistematiese benadering nodig waarvolgens die kennis van werkers optimaal benut kan word. Organisasies kyk hoopvol na die natuur om vas te stel hoe lewende sisteme met soveel vaardigheid kan leer, aanpas en verander om te bly voortbestaan. Organisasies se belangstelling in hierdie verskynsel word aangehelp deur die noodsaaklikheid om vinnig te groei en te verander, met pouses so kort dat verandering 'n voortdurende aanvraag is. Organisasies is hopelik besig om te besef dat die wetenskap ontdekkings van die sewentiende eeu nie die antwoord sal bied op die uitdagings van die een-en-twintigste eeu nie. Hierdie studie is geinteresseerd in die ondersoek van die organisasie as 'n geheel. Die onderliggende filosofie is om 'n sistematiese benadering vir die werkverrigting bestuur van projekbestuurders te ontwikkel gebasseer op die beginsels van die nuwe ontdekkings in wetenskap geintegreer met die hedendaagse gebruike in die praktyk.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: The structure of Sanlam Limited is continually changing in order to align with the strategy. The aim of this research report is to determine the effectiveness of the current structure and whether it is aligned with the strategy. The current corporate strategy is to become the leader in wealth creation. This will be done through being a leader in all areas of the financial services industry and not only a provider of life insurance. The strategy is currently supported through a structure consisting of four channels, namely a life insurance cluster, investment cluster, short-term insurance cluster, and independent financial services cluster. An analysis of the life insurance cluster shows that Sanlam is currently struggling in the employee benefits sector of the industry but is a definite force in the individual life sector. In the short-term insurance industry Sanlam is represented through a shareholding in Santam. Analysis shows that Santam is currently the dominant player in this industry and should continue to be so in the future. The investment cluster consists of a number of entities with the biggest being Sanlam Investment Management. They currently have a big share of asset under management in the industry and performances are also improving after corrective measures were taken in 2004. It is difficult to compare the independent financial services cluster with other companies as they are present in so many areas of the financial services industry. Determination of the industry attractiveness has shown that all three focus areas of the clusters are fairly attractive, with the short-term insurance market being the most attractive. Competitive strength analysis indicates that the main players in each of the clusters do have competitive strength in their industry, with Santam once again being the most competitive. The results mentioned in the previous paragraphs definitely indicate that Sanlam is focussing on the correct areas and has the strengths to compete in these areas. The only concern is that growth is slowing down in the main contributor to profits, that is Sanlam Life, and they need to find areas of growth or diversification to address this risk. / AFRIKAANSE OPSOMMING: Die struktuur van Sanlam Beperk is gedurig aan die verander om met die strategie belyn te wees. Die doel van die navorsingsprojek is om te bepaal hoe effektief die strukture is en of dit wel belyn is met die strategie. Die huidige korporatiewe strategie is om die leier te wees in rykdom skepping. Dit kan alleenlik gedoen word deur die leier te wees in alle areas van die finansiele dienste sektor en nie alleenlik 'n verskaffer van lewensversekering nie. Hierdie strategie word tans ondersteun deur 'n struktuur bestaande uit vier kanale, naamlik die lewensversekeringskanaal, beleggingskanaal, korttermynversekeringskanaal, en die onafhanklike finansiele dienste-kanaal. 'n Ontleding van die lewensversekeringskanaal loon dat Sanlam tans sukkel in die werknemersvoordele area van die besigheid maar 'n definitiewe sterk verteenwoordigheid het in die individuele lewens area van die besigheid. In die korttermynversekeringskanaal word Sanlam verteenwoordig deur Santam in wie Sanlam 'n aandeelhouer is. Die analise van die industrie toon dat Santam die dominante leier in die area is en so behoort te bly in die afsienbare toekoms. Die beleggingskanaal bestaan uit 'n hele aantal besighede waarvan Sanlam Beleggingsbestuurders die grootste is. Hulle het tans 'n groot persentasie van die bates onder bestuur in die mark en vertoon ook aansienlik beter na korrektiewe stappe geneem is in 2004. Dit is moeilik om die onafhanklike finansiele dienste-kanaal met mededingers te vergelyk aangesien hulle 'n teenwoordigheid het in baie areas van die finansiele dienste sektor. Bepaling van die industrie aantreklikheidsfaktor het getoon dat al die areas waarop die kanale fokus redelik aantreklik is, met die korttermynversekering die mees aanloklikste. Die analise van die kompeterende sterkte het ook aangetoon dat die grootste eenhede in elke kanaal definitief kompeterend is, met Santam weereens die mees kompeterende. Die resultate uiteengesit in die vorige paragrawe toon aan dat Sanlam op die regte areas fokus en ook 'n sterk teenwoordigheid in die areas het. Die enigste rede tot kommer is die feit dat Sanlam Lewens, wat die grootste bydra lewer tot die groep winste, nie groei toon nie. Daar sal dus planne gemaak moet word om die besigheid te groei.

Thesis (MBA (Business Management))--University of Stellenbosch, 2006. / ENGLISH ABSTRACT: Business strategy provides direction to Sasol Polymers PP and deserves the attention of all levels in the organization. Strategic management can be defined as an explicit guide that allows the organization to specify objectives, formulate plans to achieve these objectives and then allocate resources to execute the plans to achieve the desired outcomes. The business strategy process involves identifying Sasol Polymers PP's business environment, its resources, circumstances within which it operates and its competitive advantages. There is a basic three step process in formulating a business strategy. 1. Determine where Sasol Polymers PP currently stands. 2. Determine where Sasol Polymers PP wants to go. 3. Determine how Sasol Polymers PP will get there. The research report validates not only the importance of business strategy and the essential components of the strategic management process, but also the importance of strategy execution within Sasol Polymers PP. The implication is that managers within Sasol Polymers PP need to achieve synergy between the strategy of the organisation and the people that must execute the strategy. / AFRIKAANSE OPSOMMING: Bedryfstrategie voorsien rigting aan die organisasie en verdien die aandag van alle vlakke in die organisasie. Strategiese bestuur kan beskryf word as 'n eksplisiete gids wat die organisasie toelaat om doeleindes te spesifiseer, planne te formuleer om hierdie doeleindes te bereik en dan bronne aanwys om planne te implementeer om die verlangde uitkomstes te bereik. Die proses behels identifisering van Sasol Polymers PP se besigsheidsomgewing, sy bronne, omstandighede waarin die maatskappy opereer en sy mededingende voordele. Daar is 'n basiese drie stap proses in die formulering van 'n bedryfstrategie. 1. Bepaal waar Sasol Polymers PP nou staan. 2. Bepaal waar Sasol Polymers PP wil wees. 3. Bepaal hoe Sasol Polymers PP daar wil uitkom. Die navorsingsverslag valideer nie net die belangrikheid van bedryfstrategie en die noodsaaklike komponente van die bedryfstrategieproses nie, maar ook die belangrikheid van strategie uitvoering binne Sasol Polymers PP. Die implikasie daarvan is dat bestuurders binne Sasol Polymers PP sinergie tussen die strategie van die maatskappy en die mense wat die strategie moet uitvoer moet bereik.

Thesis (MBA (Business Management))--University of Stellenbsoch, 2006. / ENGLISH ABSTRACT: South Africa's construction industry is emerging from decades of decline into a period of significant growth and opportunity. The industry will need to double its output over the next ten years in order to cope with the infrastructure and housing demands placed on it. The construction industry is also a national asset and South Africa's economic growth depends on the physical infrastructure that is delivered by this industry. This growth trajectory holds out significant opportunity for employment and training to a community that largely suffers from poverty, unemployment and lack of education. This opportunity will only be realised if the role-players in the industry collectively understand and address the challenges of meaningful and sustainable industry growth and efficiency. The study proceeds with a critical look at issues in the construction industry, to identify the industry's inhibiting factors to delivery and to highlight issues contributing to these factors. A SWOT analysis assists in highlighting internal and external characteristics that can be turned into possible solutions. Based on this analysis, action guidelines are identified. Subsequent chapters investigate possible solutions through project management techniques. The first area of research evolves around labour resource management and finds that thoroughly researched resource planning models could provide predictions regarding shortages and performances, and could also assist in the more accurate planning of skills requirements in the design phase of a project. The advantages of multi-skilling can also be beneficial to efforts to overcome current shortages and train a wider base of new entrants. In order to address low production of workers in the industry, morale-boosting investments are suggested that can yield high returns in the form of improved individual performance, higher job-site productivity, as well as cost and time savings to the project. There is strong evidence that a lack of project team integration is a major constraint to its efficient functioning and, inevitably, successful project delivery. Solutions in the next chapter focus on integration strategies to integrate design and construction in a common goal of delivery methods, to streamline workflow and to find synergy in the efforts of team members. The process of benchmarking encourages participation and clear communication of goals and expectations to all project participants. Process mapping assists in understanding how value is added to projects and mapping of business processes identifies how the project meets its customer's requirements. The third section looks at tools and techniques to promote a more economical construction process through improved management initiatives. Lean construction methods are based on traditional manufacturing concepts, but focuses on minimising waste and inventory and streamlining the flow of resources and information. Another technique is the key emphasis on quality assurance and the advancement through all the processes of innovation that needs to be part of an organisation or project strategy. Knowledge management as a further tool and support measure is complex and challenging in the organisational framework of construction projects. Much of the knowledge gained on projects is lost to future projects. All of the project management tools described in this study will benefit greatly from improved knowledge management. The study identifies some applicable tools and techniques that can be implemented to address critical issues of delivery in the construction industry. The continuous effort and commitment required for successful implementation of these measures will ultimately however depend on change agents and management buy-in that goes with organisation renewal. / AFRIKAANSE OPSOMMING: Die konstruksiebedryf in Suid-Afrika beweeg, na dekades van verval, na 'n tydperk van betekenisvolle groei en geleenthede. Die bedryf sal in die volgende tien jaar moet verdubbel om tred te hou met die eise wat gestel gaan word deur die behoefte aan infrastruktuur en behuising. Die konstruksiebedryf is ook 'n nasionale bate en die ekonomiese groei van Suid-Afrika is afhanklik van die fisiese infrastruktuur wat deur die bedryf gelewer word. Hierdie groeitrajek bied betekenisvolle geleenthede vir werkskepping en opleiding aan 'n gemeenskap wat gebuk gaan onder armoede, werkloosheid en gebrek aan onderwys. Hierdie geleenthede sal slegs realiseer as al die rolspelers in die bedryf begryp wat die uitdagings behels en die geleenthede van volgehoue groei en doeltreffendheid aanspreek. Hierdie studie gaan verder met 'n kritiese benadering tot die strydvrae in die konstruksiebedryf en om die beperkende faktore te identifiseer en die aangeleenthede uit te lig. 'n SWOT ontleding is 'n hulpmiddel om die interne en eksterne karaktertrekke, wat tot oplossings kan lei, saam te voeg. Uit hierdie ontleding kan riglyne vir aksie bepaal word en moontlike oplossings in spesifieke areas van navorsing gevind word. Opvolgende hoofstukke sal moontlike oplossings in tegnieke van projekbestuur ondersoek. Die eerste navorsingsgebied ontvou rondom die bestuur van die arbeidsbron. Die bevinding is dat deeglik nagevorsde modelle van beplanning vooruitskattings lewer ten opsigte van leweringstekorte. Dit bring beter beplanning van vaardigheidsbehoeftes in die beplanningsfase van die projek mee. Die voordele van meervoudige vaardighede kan ook voordelig wees in pogings om die huidige tekort te oorbrug en lei 'n breër spektrum van toetreders op. Ten einde die lae produksie van werkers in die industrie aan te spreek, word die uitbou van moraal voorgestel. Dit lewer hoër opbrengste in die vorm van verbeterde individuele prestasie, hoër produktiwiteit in die werkplek, sowel as algehele koste- en tydsbesparings. Daar bestaan sterk aanduidings dat die gebrek aan interpretasie van projekspanne 'n belangrike beperking op die effektiewe werking en die suksesvolle aflewering van 'n projek het. Oplossings in die volgende hoofstuk fokus op die integrasie van strategiee om ontwerp en konstruksie in die gesamentlike mikpunt van leweringsfunksies te integreer, om die werksvloei te verfyn en sinergie in die pogings van spanlede te vind. Die proses van doelstellingsbestuur verhoog deelname. Dit verskaf duidelike mikpunte en lig verwagtinge aan deelnemers uit. Proses-kartering help mee in die proses om waarde toevoeging tot projekte te begryp. Die kartering van sakeprosesse dui aan hoe projekte die behoeftes van kliënte bevredig. Die derde afdeling plaas die blik op tegnieke om tegniese vaardigheid te bevorder deur meer ekonomiese samestelling en verbeterde bestuursinisiatiewe. Skraalkonstruksie ("lean construction") is gegrondves op tradisionele vervaardigingskonsepte. Dit fokus op minimalisering van vermorsing en stroombelyning van voorraadbestuur sowel as die vloei van hulpbronne en inligting. 'n Ander tegniek is die versekering van kwaliteit en vooruitgang deur die genoemde proses van innovering wat deel moet wees van 'n organisasie of projek se strategie. Kennisbestuur is 'n verdere ondersteuningsmeganisme. Dit is kompleks en uitdagend in die organisatoriese raamwerk van konstruksie projekte. Baie kennis, wat deur projekte verwerf word, gaan verlore vir projekte van die toekoms. Alle hulpmiddels vir projekbestuur wat in hierdie studie beskryf word kan aansienlik baat vind deur verbeterde kennisbestuur. Hierdie studie identifiseer sekere hulpmiddels wat toegepas kan word. Dit spreek ook kritieke strydvrae oor lewering in die konstruksiebedryf aan. Die voortdurende inspanning en toewyding benodig vir die suksesvolle aanwending van hierdie maatreëls vereis voortdurende deelname en onderskrywing van die topbestuur van organisasies.

Thesis (MBA (Business Management))--University of Stellenbosch, 1999. / ENGLISH ABSTRACT: Sasol Technology Engineering Division (SED) is part of the Sasol Group of Companies and was formally established in 1983. The organisation's immediate focus was to render technical and project management support to the operating petrochemical units of Sasol 2 and Sasol 3. During the late 1980's and early 1990's various external drivers appeared that necessitated a review and adjustment to Sasol's strategic direction. Sasol decided to unlock the value in raw materials and embarked on an investment program in major chemical production facilities. With this new drive towards implementing large, multi-million Rand, projects, SED had to re-assess its competencies and focus in order to support this new strategic drive of Sasol. During 1995 an extensive management buy-out (MBO) exercise was concluded whereby most of the technical discipline departments were outsourced. The idea was that all modification and operations support projects be handled by the MBO's. This enabled SED to focus on large projects. With the new strategic direction in place SED launched a Balanced Scorecard (BSG) exercise to convert this strategy into specific goals and communicating the strategy to all employees. This exercise led to the development of a document called the SED Strategic Roadmap. This document explained the goals and interventions required for success until 2003. The review and re-visiting of the SED Strategic Roadmap formed the main focus of this study project. A serious concern identified from the outset was that no realised strategy was drafted before the strategic intent was formalised. Therefore, in order to review the SED Strategic Roadmap a study was done on the realised organisational situation of SED by means of the results of various organisational studies done by consultants. With a realised situation formalised the development and contents of the SED Strategic Roadmap were explained. Following this explanation a broad literature review was conducted to grasp the latest thinking around the management science of strategy. With the realised strategy and theory as background the mere reason for SED's existence was unravelled. A very important finding was that SED should rather focus on improving its operational effectiveness instead of formalising a strategy. SED remains a supporting division that should underline and align itself with the strategic needs of Sasol. For reviewing purposes a "new" set of goals was identified that is closer linked with the purpose of SED. An intervention was allocated to each "new" goal to ensure focused implementation of every "new" goal. A proposal was tabled to conduct and implement the interventions in terms of project-based management, meaning that all interventions are handled as projects with budgets, time spans and specified outcomes. The listed "new" goals serve as an alternative to those in the SED Strategic Roadmap. The "new" goals support the vision of SED and provide the opportunity to excel in improving its operational effectiveness. / AFRIKAANSE OPSOMMING: Sasol Tegnologie Ingenieursdivisie (SED) is deel van die Sasol Groep van Maatskappye en het formeel tot stand gekom in 1983. Die organisasie se onmiddelike fokus was om tegniese- en projekbestuursondersteuning te gee aan die petrochemiese bedryfseenhede van Sasol 2 en Sasol 3. Gedurende die laat 1980's en vroeë 1990's het verskeie eksterne besigheidsdrywers na vore getree wat Sasol genoodsaak het om sy strategiese rigting te hersien en aan te pas. Dit het Sasol tot die besluit gebring om die waarde in rou materiaal te onsluit deur 'n investeringsprogram te loods vir die oprigting van verskeie groot chemiese produksie fasiliteite. Met hierdie nuwe dryf na die implementering van groot, multi-miljoen Rand projekte was SED genoodsaak om bevoegdhede en fokus te hersien om daardeur ondersteuning te gee aan die nuwe strategiese rigting van Sasol. Gedurende 1995 is 'n uitgebreide bestuursuitkoop (MBO) aksie geloods waartydens meeste van die tegniese dissipline departemente uitgekontrakteur is. Die gedagte was dat alle klein modifiserings- en bedryfsondersteuningsprojekte deur die MBOs hanteer moes word. Hierdeur kon SED fokus op groot projekte. Met die nuwe strategiese rigting uitgestippel het SED voortgegaan en 'n "balanced scorecard" (BSG) oefening geloods waardeer die strategiese oogmerke omgesit is in spesifieke doelwitte en na die res van die werknemers gekommunikeer is. Hierdie oefening het gelei tot die ontwikkeling van die SED Strategiese Padkaart dokument. Die dokument beskryf die doelwitte en intervensies benodig vir operasionele sukses tot en met die jaar 2003. Die hersiening en heroorweging van die SED Strategiese Padkaart vorm die fokus van hierdie studieprojek. Vanuit die staanspoor is 'n ernstige bekommernis uitgelig deurdat geen analise gedoen is van die gerealiseerde strategie voordat die strategiese intensie geformaliseer is nie. Derhalwe was dit nodig om eers 'n studie te doen waardeer die huidige, gerealiseerde strategie beskryf kon word. Hierdie studie was gedoen na gelang van die resultate van verskeie organisasiestudies wat deur konsultante uitgevoer is. Met 'n gerealiseerde situasie geformuleer is die inhoud van die SED Strategiese Padkaart verduidelik. Die verduideliking is gevolg met 'n bree literatuuroorsig rakende die wetenskap van strategiese bestuur en die nuutste denke rondom die onderwerp. Met die gerealiseerde strategie en literatuurstudie as agtergrond is die werklike rede vir die bestaan van SED opnuut ondersoek. 'n Belangrike gevolgtrekking wat gemaak kon word is dat SED liewers moet fokus op die verbetering van die organisasie se operasionele effektiwiteit in plaas van die formalisering van 'n strategie. SED bly 'n ondersteuningsdivisie en behoort gerig te wees tot die strategiese behoeftes van Sasol. Vir hersienings doeleindes is 'n "nuwe" stel doelwitte geidentifiseer wat nouer bande het met die rede vir SED se bestaan. 'n Intervensie was toegedeel aan elke "nuwe" doelwit om sodoende gefokusde implementering van elke "nuwe" doelwit te verseker. 'n Voorstel is gemaak om alle intervensies te implementeer in terme van projek-gebaseerde-bestuur. Hierdeur word verwys na die hantering van intervensies as projekte met begrotings, tydskedules en spesifieke verwagte resultate. Die gelyste "nuwe" doelwitte dien as alternatief tot die doelwitte soos beskryf in die SED Strategiese Padkaart. Die "nuwe" doelwitte ondersteun die visie van SED en verskaf die geleentheid om die verbetering van die operasionele effektiwiteit te versnel.