Orientador: Ariovaldo Denis Granja / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Civil, Arquitetura e Urbanismo / Made available in DSpace on 2018-08-26T04:56:35Z (GMT). No. of bitstreams: 1 Oliva_CarolinaAsensio_M.pdf: 2146381 bytes, checksum: f58bd1032ae5265e3d04c8a5e650aa48 (MD5) Previous issue date: 2014 / Resumo: Tradicionalmente, a entrega de empreendimentos da construção civil com maior valor agregado por meio da elaboração do projeto esbarra nas restrições estabelecidas pelos investidores (construtoras, incorporadoras), além das dificuldades impostas por um processo de desenvolvimento do produto altamente fragmentado e onde os interesses individuais das partes dificultam a possibilidade de colaboração mútua entre todos os envolvidos. Somando-se a isso, objetivos, meios e restrições mudam naturalmente durante a definição do projeto até que todos estejam alinhados e mutuamente consistentes entre si. Essas características fazem com que a aplicação do Target Value Design (TVD), - uma prática de gestão que busca fazer das restrições de custos do cliente indutores de criatividade de projeto - uma importante ferramenta para incentivar mudanças. Diante disso, o objetivo desta pesquisa é desenvolver uma proposta de integração do TVD na gestão do processo de projeto em empreendimentos da construção civil voltados para habitação no Brasil. O método de pesquisa pode ser dividido em duas etapas: estudo de caso exploratório, realizado em construtora e em escritório de arquitetura, e a segunda etapa que reúne dois estudos de caso em duas construtoras. A proposta utiliza os princípios do TVD, e os divide em três níveis de colaboração entre os agentes envolvidos na gestão do processo de projeto. A aplicação da proposta demanda um diagnóstico inicial, para que as empresas elaborarem um plano de ação a fim de propor mudanças no modelo tradicional. A contribuição deste trabalho é discutir as restrições de custo como parâmetro indutor de criatividade e maior entrega de valor para o usuário final, em ambientes pouco colaborativos / Abstract: Traditionally, the product delivery with higher benefits, has restrictions imposed by the investors (building companies, main contractors), in addition to the difficulties imposed by a highly fragmented product development process, where individual interests difficult the possibility for collaboration between all involved. Furthermore, objectives, means and restrictions change naturally during design definition until everything is aligned e consistent between one another. These characteristics point out the Target Value Design (TVD) ¿ a management practice that seeks to turn the client's cost restrictions into inputs for design creativity ¿ an important tool to incentive changes. The objective of this research is to develop a proposal for TVD integration, in the design process management for construction housing products in Brazil. The research method has two phases: an exploratory case study, carried out in both in a construction company and an architecture's office. The second phase gathers two case studies in two construction companies. This proposal uses TVD principles, divided into three levels of collaboration of the actors involved in the design process management. This application demands an initial diagnosis, so the companies can elaborate an action plan for offer initial changes in the traditional model. The research's contribution is to discuss the cost restrictions as trigger for creativity and higher value products for final users, in a non-collaborative environment / Mestrado / Arquitetura, Tecnologia e Cidade / Mestra em Arquitetura, Tecnologia e Cidade

M.Ing. (Engineering Management) / Risk and uncertainty are very closely linked; they are recognized as threats arising from unclear causes and effects of the project. Risk and uncertainty management has always been acknowledged as a very important aspect of project management and is mostly used to accomplish project objectives. These objectives are; quality, cost, time, safety and environmental sustainability. A majority of researchers have focused on other characteristics of risks and uncertainty management rather than a comprehensive method which encompasses developing risk management plan, identify, and analyze the likelihood of its occurrence and consequence should it happen. The common challenges still experienced in project environment are; use of improper project management methodology, stake holder interference in the decision making process, complexity of the project, and changing requirements and management. This study seeks to look at how risk and uncertainty can be successfully managed within project environment. Through case studies this research will also look at how does improper risk management plan affect the project, and the consequences of stakeholder interference in the decision making process. The report presents project risk management approach of two projects carried out in the same organisation. The project A was executed by a project manager from the Project Management Office (PMO) in accordance with the project management methodology, while the execution of project B was highly influenced by a client/sponsor with no regard of the approved project management methodology. The selected projects both involved equipment replacement in which the main deliverables are supply and delivery of the final product. A description of the project risk management approach and analysis of data collected for each case study are followed by a comparison of two project risk management processes applied in case studies. This study will finally draw the conclusion and make recommendations based on its findings.

M.Ing. / Housing is the core infrastructure on which all other infrastructure like electricity, roads, water and sanitation depend. The escalation of public demonstrations by communities against the slow delivery and poor quality of housing projects in 2006 indicates that housing is a very sensitive issue that also involves a lot of politics. Most disadvantaged communities in South Africa lack even the most basic infrastructure like water. For any community to function properly and be successful, the core infrastructure must be in place. The core infrastructure consists of housing, roads and storm-water, water and sanitation and electricity and other auxiliary infrastructure include social services, safety and security. Government in South Africa is facing the challenges of delivering on promises and programmes from election campaigns and the mandate of the community. Government set national targets on the delivery of infrastructure services by focussing on water, electricity and sanitation. The national target was set to provide universal access to electricity services by 2012. The housing backlog in South Africa was chosen as a topic for this dissertation because of the many challenges and the variants that the project team comes across with each project. Project management involves managing projects according to specifications, within budget and delivering the end-product on time. Delivering completed housing projects to communities is a very challenging task as demonstrated by the many late or stalled housing projects in municipalities. This dissertation addresses the challenges facing the National Department of Housing as well as municipalities in delivering good quality accommodation to the poor communities.

M.Tech. / In the volatile telecommunication industry, innovation is the key to success. Mobile Telephone Network South Africa (MTN SA) needs to launch new products and services consistently to stay on the competitive edge. Consequently, effective project management becomes the key to gaining the competitive advantage by turning new product or service concepts into reality. According to Nokes and Kelly (2007:153–156), there is a high correlation between project success and effective project scope management. The effectiveness of project scope management can drastically affect the success of projects, as changes to the project scope may severely affect the project value creation, timeline, quality and cost. Accordingly, high project scope management maturity would contribute tremendously to the effectiveness of project management. The purpose of this present research is to define a roadmap to guide MTN’s Business Optimisation (BO) department to project scope management excellence. To meet this aim, the researcher utilises the concept of a Project Management Maturity Model (PMMM), as a guideline for the creation of a project scope management maturity model. The created project scope management maturity model is then utilised to provide an effective means to measure MTN SA’s project scope management maturity and identify the gaps prohibiting MTN SA from project scope excellence (Kerzner, 2004:193). Based on the literature review on the elements of project scope excellence, this paper suggests that there is a general misunderstanding regarding the definition of maturity. Many believe that process rigorousness indicates maturity, and have forgotten the criticality of the organisational culture that fosters an environment for project scope excellence and the effective use of the project scope process. iii This research offers a comparative study on the most popular and effective maturity models in the market, to identify the models that truly contribute to project scope management success and excellence. Finally, the research tailors the models to a project scope management focused maturity model, to assess MTN SA’s project scope management maturity from all aspects, and proposes a roadmap toward project scope management excellence.

In a fiercely competitive and changing environment most companies employ project management as a strategic tool to respond to the changing business environment and to outperform their competitors, yet the project management maturity level and the Project Success rates for the particular company is not always known. The main objective of this research was to determine whether a higher project management maturity level would go hand in hand with a higher project performance level. To assist in the project management maturity assessment of organisations in South Africa, a shortened version of Harold Kerzner’s project management maturity model was used in the empirical research. Regression analysis was used to determine the correlation between the maturity level and actual project performance of the surveyed organisations. Non-empirical research into the fields of Project Management Benchmarking, Project Management Maturity and Project Success were used to motivate the findings of the empirical research. Whilst conducting the empirical research, assessment and analysis, it was identified that most organisations operate at different project management maturity levels and that there is a relatively strong correlation between the maturity level and Project Success. The analysis of the data indicated that a significant opportunity exists to improve project management maturity within South African organisations and a number of recommendations were made in that regard. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.

No description available.

Bibliography: pages 109-113. / In the evolution of project management as a distinct field of management, there seems to have developed greatly disjointed theory on project control. As a result, the modern practitioner is often faced with contradictory and confusing advice on project time/schedule control requirements. This research integrates and extends present time/schedule control theory. It includes a review of the literature, in which the fragmented theory is pieced together in a model describing the operation of a control system. It uses an industrial survey of engineering projects in the South Western Cape to highlight current time/schedule control trends and to establish the existence and form of relationships between project success, project characteristics and time/schedule control methods. The broad scope of the research has made it possible to set rough guidelines for the practising project manager, in the selection of time/schedule control requirements, and to highlight areas for further research in this area of project management.

The front–end planning phase of a project potentially has the biggest impact on the outcome of the implementation phase. Globally, significant research has been conducted into the relationship between the quality of front–end planning and the success of the implementation phase of a project. Several tools have been developed to assess the level of readiness of a project study to proceed into detail design and implementation. However, no such commonly available tool existed for mining projects. The available assessment tools are either generic, not specific to mining projects and therefore do not include many of the elements which are critical to mining projects, or the property of consulting firms. In order to create an Assessment Tool for Mining Project front–end planning, the first step was to evaluate the mining industry and identify all of the elements which should be addressed during a mining project study. This was done through a literature review (which included existing front–end planning evaluation tools), as well as focus groups and surveys. The result was a list of 180 elements which should be considered during a mining project study. To incorporate a metric structure for quantitative evaluation, the Project Definition Readiness Index (PDRI) format as utilized by the Construction Industry Institute (CII) was used. This resulted in the 180 elements being divided into four sections and 18 categories. Since not all elements contributed equally to project success, weights were assigned to each element. The weighting process involved asking experienced mining project professionals to assign weights to each element. After the data were reviewed and adjusted for normality, a weighted list of elements was created which would comprise the Readiness Assessment Tool (RAT) for mining projects. The weighting also provided a quantitative assessment value, based on which a decision can be made about whether or not to proceed to the next project phase. To validate the instrument, the completed RAT for Mining Projects was tested against completed projects. The validation process indicated that there was a significant correlation between the RAT score of a project, and the eventual implementation success. The validation process also highlighted some dominant performance indicators that could influence project results. The performance indicator relating to the performance of the completed project against expectations was found to have the most significant correlation with the RAT score and accounted for 39% of the variability. This was closely followed by the impact of change orders, which had the second–highest correlation to the RAT score (36.2%). Similarly, 8% of the variability in Cost Performance and 7.9% of the variability in Schedule Performance could be explained by the RAT score. The RAT score can explain 3.02% of the variability in the Operating Score of a project and 3.86% of the variability in the Customer Score. By creating a comprehensive, weighted list of elements to be addressed during the front–end phase of a mining project, the RAT for mining projects can assist project team members in coming to a common understanding of the areas which need to be studied, as well as the relative importance of the various elements. The most significant contribution of this study is that project teams can use the RAT as a self–assessment tool during any stage of the project study and identify the areas of the study which require more definition. Teams can also use the RAT to calculate an overall RAT rating at any stage, which will indicate the overall level of readiness to proceed into the next phase of the project. Through assessing the completeness of each of the 180 elements to determine a single RAT score, the RAT can assist project members, as well as decision–makers such as Boards of Directors, to make informed decisions regarding the approval of projects. Finally, depending on the accuracy and reliability of input data, the RAT should improve the probability of a successful project. / Thesis (PhD)--University of Pretoria, 2020. / Graduate School of Technology Management (GSTM) / PhD / Unrestricted

This research investigated the impact and management of external project stakeholders in the Chemical sector located in the geographic region of Sasolburg (Free State province of South Africa). Within a context where the relationship between a project and its stakeholders is central to project success, and where stakeholder management is currently marginalised and suppressed, this research aimed to distinguish between which external project stakeholders are more important than others; understand which stakeholders posed a higher risk; and which dimensions required the most development to improve project stakeholder management. The research methodology was approached from a philosophical stance corresponding to a positivism paradigm and utilised deductive reasoning. The research strategy was survey based with a cross-sectional time horizon while the data collection method used non-probability sampling, specifically the snowball sampling technique, and employed questionnaires as a means to elicit the required data for analysis. This research found that the most important external stakeholder groups, and who caused the most problems and uncertainty for the project, were contractors/suppliers; clients; and end users. Due to their high levels of involvement and criticality of roles during the project lifecycle these stakeholders should be the focal point of stakeholder management initiatives. The dimensions of stakeholder management requiring the most development was strategy and plans; evaluations; and tools and methods indicating a need for a tactical approach to stakeholder management. / Dissertation (MBA)--University of Pretoria, 2008. / Gordon Institute of Business Science (GIBS) / unrestricted