This research focuses on the role that polychronic Communication (PC) plays in the productivity and project success of Information Technology (IT) Project Managers (PMs). PC refers to a communication style where the communicator switches rapidly between several conversations, irrespective of topic similarity, instead of completing one conversation before starting another. An online questionnaire collected data from Information Technology workers in multiple industries across the globe. The data consisted out of two distinct groups: IT PMs (n = 202) and IT project team members (n = 122). Statistical analysis on the dataset considered the perspectives of both participant groups, first separately and then combined. The results showed relationships between: 1. IT PMs’ individual polychronicity and their PC. 2. IT PMs’ PC and their opinion of the influence of PC on the success of the projects that they are managing. 3. IT PMs’ PC and their opinion of the influence of PC on their productivity. 4. IT PMs’ PC and the corporate polychronicity of their employers. In addition, when IT PMs rate their PC, the rating is lower than when other IT project team members rate the IT PMs’ PC. By contrast, there was no difference between IT PMs rating the influence of their PC on their project success and productivity versus IT project teams rating the influence of the IT PMs’ PC on their project success and productivity. These findings contribute to the factors that a corporation has to consider in hiring new IT PMs or training their current IT PMs. / Information Science / M. Sc. (Information Systems)

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Over the last 20-30 years, the adoption of matrix management has become ever increasingly popular especially in organizations developing new products and product lines. As with any new organizational design or structure, problems are experienced. These problems must be managed constructively in order for the organization to realize the design/structure's full potential. When managing problems associated with the matrix design, simple solutions can be sought: • Know what the matrix can do, as well as know its limitations. • Communicate this to all levels of staff in the organization. • Ensure that conflict that arises from a dual command system is dealt with quickly. On the other hand, capitalize on the matrix structure's advantages such as retain more information, multi-skill staff and realize economies of scale. The above are "old" management principles, however very sound. The matrix in itself will not determine the success or the failings of the organization. The responsibility lies with the management team and the maturity level of the organization. / AFRIKAANSE OPSOMMING: Die implementering van matriks bestuur, het gedurende die afgelope 2-3 dekades toenemend gewild geraak, veral in ondernemings wat nuwe produkte- of produklyne ontwikkel. Dit is inherent aan nuwe organisatoriese ontwerp of struktuurwysiging dat probleme ondervind word. Hierdie probleme moet konstruktiefbestuur word, sodat die organisasie die volle potensiaal van die nuwe of veranderde ontwerp of struktuur kan benut. Wanneer probleeme aangaande die matriks ontwerp bestuur word, kan eenvoudige oplossings oorweeg word: • Bekom 'n grondige kennis van die vermoëns van die matriks, sowel as die beperkings daarvan. • Verseker dat alle vlakke van personeel in die organisasie ten volle ingelig is. • Pas konflik bestuur tydig toe indien probleme ontstaan ingeval van 'n tweeledige rapportering/opdragstelsel. Kapitaliseer egter op die voordele van matriks bestuur: • Versamel en bestuur verbeterde inligting en inligtingstelsels. • Opleiding van personeel vir meerdoelige take. • Meer ekonomiese aanwending van beskikbare bronne. Bogenoemde is "ou", maar tog bewese en gesonde bestuurspraktyke. Die matriks self, kan nie die sukses of mislukking van 'n organisasie bepaal nie. Hierdie verantwoordlikheid is die taak van die bestuurspan en die vermoënsvlak van die organisasie.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Organisations are struggling to cope with the pace of change and the pressure is on for them either to adapt or die. Consequently, project management has become the sought after management process to deal with this unprecedented rate of change and for survival. Why is project management so attractive recently? Is it because of its emphasis on teamwork and multidisciplinary approach? Of course yes. Its holistic approach makes it very useful in unfamiliar and risky projects in which information is either scanty or overwhelming. As the business environment continues to become more chaotic, project management will continue to be the management tool of the 21st Century. The use of matrix organisation has been spreading in the last ten years in response to a number of new needs. It has usually been a compromise between contradictory requirements and particularly between pressures for a responsive and self-contained project or product organisation and the greater efficiency, expertise and the economies of scale of a functional or departmental structure. It has been seen as a way of dealing with greater environmental complexity and as a more democratic alternative to traditional hierarchical structures. This study project focuses on matrix management as a structuring tool for organisations in this century. The literature study is conducted within the field of project management although matrix management can fall in other fields of organisational development or strategic management. A guide to successful matrix management in organisations with specific reference to project management is examined by addressing questions like, why matrix management is important for project management? What are the obstacles in organisations to the application of matrix management? What are the rules and guidelines to make matrix management successful in organisations? These and other questions on this subject are answered. / AFRIKAANSE OPSOMMING: Organisasies sukkel om tred te hou met die vinnige tempo van verandering. Daar is voortdurend meer druk op organisasies om aan te pas ten einde te oorleef. Om hierdie ongekende druk op verandering en oorlewing te verwerk, het projekbestuur 'n gesogte bestuursproses geword. Is dit omdat projekbestuur klem lê op spanwerk en multi-dissiplinêre benadering? Die antwoord is vanselfsprekend ja. Die holistiese benadering van projekbestuur maak dit toepaslik in ongewone en riskante projekte waar informasie kan wissel tussen uiters skaars of oorweldigend baie. Soos wat die sake-omgewing meer chaoties word, behoort projekbestuur sy status as die bestuurstegniek van die 21 ste eeu voort te sit. Die aanwending van die matriksorganisasie het in die laaste tien jaar, in antwoord of verskeie nuwe behoeftes, uitgebrei. Die organisasie-tipe is normaalweg 'n kompromis tussen teenstrydige vereistes, en in besonder tussen die druk vir 'n lewenskragtige en selfonderhoudende projek- of produkorganisasie, en die groter doeltreffendheid, kundigheid, en ekonomieë van skaal van 'n funksionele of departementele struktuur. Die word gesien as 'n manier om met meer komplekse omgewings oor die weg te kom, en ook as 'n meer demokratiese alternatief tot die klassieke hierargiese struktuur. Hierdie studie-projek fokus op matrikbestuur as 'n tegniek van die organisasie-ontwerp vir hierdie nuwe eeu. Die literatuurstudie word beperk tot die veld van projekbestuur, alhoewel daar ook in ander studievelde van organisasie-ontwikkeling of strategiese bestuur aandag aan matrikbestuur gegee word. 'n Riglyn vir suksesvolle matriksbestuur in organisasies, met spesifieke verwysing na projekbestuur, word ondersoek deur seker pertinente vrae te vra. Waarom is matriksbestuur belangrik vir projekbestuur? Watter struikelblokke is daar in organisasies met betrekking tot die toepassing van matriksbestuur? Wat is die reëls en riglyne vir die suksessvolle aanwending van matriksbestuur in organisasies? Antwoorde op hierdie, en ander soortgelyke vrae rondom die onderwerp, word met hierdie studie verskaf.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: The purpose of this study was to establish an understanding of the authority gap in current project management practices. The research took the form of a literature review on the topics related to authority relations in general, and authority relations in project management. The study begins by analysing authority and it becomes apparent that while most people intuitively understand what authority means, it is a complex subject that cannot be explored completely within the limitations of this study. However, an overview of authority, and the authority relations that exist between people are presented. Factors such as politics, power and influence determine authority relations between people, and these factors are explored to establish the connection between them and authority. It is seen from the literature review that people can use their influence over people to gain a power base where no formal power base existed. It is shown that it is possible for people to build up a number of power bases using various influence techniques. The study continues by discussing the evolution of project management and the concept of organisational culture respectively. Project management in the 1960's was vastly different from current project management practices. This is mainly due to modem organisations using project management as a strategic tool in order to decrease research and development time, and serve customers better. It is seen that matrix management is widely used in modem project management and that the culture of an organisation is an important factor to consider when organisations are implementing project management. The penultimate chapter describes the authority relations specific to project management, and how organisational politics have a pivotal role in project management. It is shown that politics is an inevitable part of project management, and that project managers need to be astute political players in order to bridge the authority gap. The final chapter gives the conclusion and recommendations of the study. The main conclusion reached is that the authority gap still exists in current project management practices, thus human relations and organisation politics are playing a major role in project management. Project managers need to be astute political players and develop various forms of authority in order to ensure project success. A series of recommendations is given to organizations and project managers, which will assist in closing the authority gap. It is also recommended that empirical research be carried out in order to practically define the authority gap. / AFRIKAANSE OPSOMMING: Die doel van hierdie studie was om insig te kry in die gesagsgaping in huidige praktyke in projekbestuur. Die narvorsing is gegrond op 'n literatuuroorsig van die onderwerpe wat betrekking het op gesagsverhoudings oor die algemeen, en gesagsverhoudings in projekbestuur. Die studie begin met 'n ontleding van gesag, en dit blyk duidelik dat hoewel die meeste mense 'n intuïtiewe begrip het van wat gesag beteken, dit 'n komplekse onderwerp is wat nie volledig binne die beperkings van hierdie studie ondersoek kan word nie. 'n Oorsig oor gesag en die gesagsverhoudings wat tussen mense bestaan, word egter aangebied. Faktore soos politiek, mag en invloed bepaal gesagsverhoudings tussen mense en word hier ondersoek om die verband tussen hierdie faktore en gesag vas te stel. Die literatuuroorsig toon dat mense hulle invloed oor ander kan inspan om 'n magsbasis te bekom waar daar nie 'n formele magsbasis bestaan nie. Daar word getoon dat dit vir mense moontlik is om 'n hele aantal magsbasisse te bou deur die gebruik van verskeie beïnvloedingstegnieke. Die studie bespreek voorts die ewolusie van projekbestuur en die konsep van organisasie-kultuur, respektiewelik. Projekbestuur in die 1960's het geweldig verskil van die projekbestuurspraktyke van vandag. Die hoofrede hiervoor is dat moderne organisasies projekbestuur as 'n strategiese middel gebruik om navorsing-en-ontwikkelingstyd te verminder en beter diens aan kliënte te lewer. Daar word gesien dat matriksbestuur algemeen in moderne projekbestuur gebruik word en dat die kultuur van 'n organisasie 'n belangrike faktor is om in ag te neem wanneer organisasies projekbestuur implementeer. Die voorlaaste hoofstuk beskryf die gesagsverhoudings wat betrekking het op projekbestuur en hoe organisasie-politiek 'n sleutelrol in projekbestuur speel. Daar word getoon dat politiek 'n onvermydelik deel van projekbestuur is en dat projekbestuurders bedrewe politieke spelers moet wees om die gesagsgaping te oorbrug. Die finale hoofstuk bevat die gevolgtrekkings en voorstelle van die studie. Die belangrikste gevolgtrekking wat bereik is, is dat daar steeds 'n gesagsgaping in huidige projekbestuurspraktyke bestaan en dat menslike verhoudings en die politiek van 'n organisasie dus 'n hoofrol in projekbestuur speel. Projekbestuurders moet die politieke spel slim kan speel en verskeie vorms van gesag ontwikkel om die sukses van 'n projek te verseker. 'n Reeks aanbevelinge word gegee aan organisasies asook projekbestuurders wat sal help om die gesagsgaping te verminder. Daar word ook aanbeveel dat meer navorsing gedoen word om die gesagsgaping prakties te definieer.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: This mini study project reviews the experiences of implementing an Enterprise Programme Office (EPD). The reason for the implementation, as well as the alignment of the structure and role of the EPD is reviewed in a literature research as well as an empirical study of eight large listed South African companies. The study attempts to establish whether the value of the EPO exceeds the cost of the EPD and whether the type of EPD implemented impacts on the success of the initiative. Strong . executive support and a formalised change management prógramme are highlighted as important prerequisites for success. An approach to measure the success of the implementation is discussed as part ofthe literature research. The implementation of an EPD is not simple. Understanding this at the conceptual stage will ensure that the business will not underestimate the size, complexity and impact on the business. If this is acknowledged, inclusion of a formal change management process will be readily supported and the level of budget and skills allocated is more likely to be appropriate. The strong correlation between EPD effectiveness and the success of individual projects or projects within a programme, as established in the KPMG Project Management Survey (2002:3) indicates a strong business case for building an effective EPD. The mini study project is able to confirm that the value of having an EPD does exceed the cost of implementing and running the EPD, within the confines of this study. The implementation of an effective EPD provides the business with a vehicle to implement their key initiatives, using a formal process that significantly reduces the risk of failure. / AFRIKAANSE OPSOMMING: Hierdie mini-studieprojek neem die resultate van die implementering van 'n Ondernemingsprojek-kantoor (OPK) in oënskou. Die rede vir die implementering, asook die posisionering van die struktuur en rol van die OPK word ondersoek by wyse van 'n literatuurstudie, sowel as 'n empiriese studie van agt groot gelyste Suid- Afrikaanse maatskappye. Die studie poog om te bepaal of die waarde van die OPK die koste van die OPK oortref en of die tipe OPK wat geïmplementeer word die sukses van die inisiatief beïnvloed. Die volgehoue ondersteuning van die uitvoerende bestuur sowel as 'n formele veranderingsbestuursprogram word vooropgestel as belangrike voorvereistes vir sukses. 'n Benadering wat die sukses van die implementering meet, word as deel van die literatuurstudie bespreek. Die implementering van 'n OPK is nie so eenvoudig nie. Dis belangrik dat dit reeds tydens die koseptualiseringsfase in gedagte gehou word ten einde te verseker dat die omvang, kompleksiteit en impak op die besigheid nie onderskat word nie. Indien dit aanvaar word, sal die insluiting van 'n formele veranderingsbestuursproses geredelik ondersteun word en die standaard van begroting en vaardighede wat toegewys word, neig om meer gepas te wees. Die sterk onderlinge afhanklikheid tussen die effektiwiteit van die OPK en die sukses van individuele projekte binne 'n program, soos vasgestel is met die KPMG Projekbestuur Ondersoek (2002:3), dui op 'n sterk besigheidsaak ten gunste van die daarstelling van 'n effektiewe OPK. Die mini-studieprojek kan, binne die beperkinge van die studie, bevestig dat die waarde van die vestiging van 'n OPK, die koste van implementering en bestuur van die OPK oortref. Die implementering van 'n effektiewe OPK voorsien besigheid van 'n medium om hulle sleutel inisiatiewe te implementeer deur gebruik te maak van 'n formele proses wat die risiko van mislukking aansienlik verminder.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Modem economy has been labeled as the "knowledge society". Increasingly, a learning organisation is one that knows how to learn and has a culture of continuous improvement. When organisations consider the task of improving project management, they encounter a wealth of best practices. However, the challenge is to assess the organisation's current condition and to chart a realistic improvement initiative. A framework for the management of projects on an organisational level allows organisations to develop the path ahead. Global competition and the realities of multiple, complex project environments have made it necessary to consider both individual project success metries and the overall organisational context. Sasol Technology provides engineering and project management services to the Sasol group with an annual portfolio of over a hundred capital projects totaling more than R3 000 million. Increasing demands on Sasol Technology, for an improved level of contribution to Sasol's strategic objectives, require a holistic approach to purposely consider the organisational project management capabilities that will significantly increase the consistency and delivery of successful projects. Consequently, in this study the organisational project management (OPM) factors describing such an environment for Sasol Technology is discussed. For this purpose, a database of capability areas was developed from available literature and adapted into a framework with 28 OPM capability areas. Using this OPM framework, an empirical survey was conducted among the engineers and project managers of Sasol Technology to collect data on the importance and evidence of the selected 28 OPM capability areas. The essential OPM capabilities and significant development areas towards a higher level of OPM are identified and discussed. The study concludes with recommendations and proposals on specific capability areas of the OPM framework for Sasol Technology, towards improved levels of project management performance and continuous learning. / AFRIKAANSE OPSOMMING: Die hedendaagse ekonomie word gekenmerk as die tydvak van kennisbestuur. Vandag moet organisasies veral weet hoe om immaterielegoedere kennis uit te brei en hoe om voortdurend te verbeter. Daar bestaan wel 'n oorvloed van bewese kennis en goeie praktyke wat betref projekbestuur, maar 'n raamwerk maak dit moontlik om op 'n organisatoriese vlak die huidige situasie rondom die bestuur van projekte te bepaal. Regstellende stappe kan bepaal en geneem word indien nodig. Weens die toename in kompleksiteit van projekbestuur omgewings asook druk op maatskappye om op wereldwye skaal kompeterend te bly, is dit noodsaaklik om die tradisionele metings van suksesvolle projekbestuur te oorweeg, tesame met die wyer organisasie faktore. Sasol Tegnologie verskaf ingenieurs- en projekbestuur dienste aan die groep van Sasol maatskappye. Sasol Tegnologie is verantwoordelik vir meer as een honderd kapitaal projekte met 'n totale jaarlikse begroting van R3 000 miljoen. Noodgedwonge word daar van Sasol Tegnologie verwag om projekte meer konstant en beter te voltooi. Deur 'n holistiese benadering te volg, wat betref die bestuur van projekte, behoort die bydrae van Sasol Tegnologie tot die strategiese doelwitte van Sasol noemenswaardig te verbeter. Gevolglik is die oogmerk van hierdie studie, die beskrywing en bespreking van tipiese omgewingsfaktore van Sasol Tegnologie wat betrekking het op die bestuur van projekte. Vanuit 'n databasis van bevoegdhede, saamgestel uit beskikbare literatuur, en in oorleg met senior bestuur is 28 bevoegdheidsareas geidentifiseer wat toepaslik is vir Sasol Tegnologie. Hierdie verwysingsraamwerk is aangewend om 'n opname te maak onder 'n monster van Sasol Tegnologie werknemers. Data is ingesamel en verwerk om die waarneembare belangrikheid en klaarblyklikheid van die 28 bevoegdheidsareas te bepaal. Gevolglik was dit moontlik om die relatiewe belangrikste bevoegdheidsareas te identifiseer asook die mees aangewese ontwikkelingsareas. Die studie bied aan sekere aanbevelings ter verbetering van projekbestuur en voortdurende uitbreiding van organisasie-kennis in Sasol Tegnologie. Die studie sluit af met voorstelle vir moontlike ander aanwendings van hierdie studie in die toekoms.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: As modern business environment continues to be uncertain and risky due to rapid changes in technology, consumer tastes and international trade that exposes smaller economies to larger and stronger economies of the world, smaller organisations to larger multinationals, conventional management approach becomes inadequate. Better methods of managing business and projects have to be found in order to deal with tough competition. Before 1970's, very few people ever talked about project management. This could be attributed to relatively stable environment in which the rate of change was either bearable or easily predicted. It was relatively easy to use established management rules, tools and procedures to deal with such changes. However, since the 1980's, the scenario has changed, organisations are struggling to cope with the pace of change and the pressure is on for organisations either to adapt or die. Consequently, project management has become the sought after management alternative to deal with this unprecedented rate of change and for survival. Project management attractions are mainly its emphasis on teamwork and multidisciplinary approach. It holistic approach makes it very useful in unfamiliar and risky projects in which information is either scanty or overwhelming. The need for project management in such situations cannot be overemphasized. As the business environment continues to become more chaotic, project management will continue to be the management tool of the 21st Century. Organisations that fail to learn the new technique of project managing their business will soon find themselves unable to compete or even survive. This study project examines through a review of relevant literature and by means of a questionnaire the critical factors that constitute project management failure. Questions like what impact can project management failure have on an organisation? What managerial and environmental factors can lead to project management failure? These and other similar questions on this subject are answered. Management, especially top management, would do well to address these factors as proposed in this study findings if they hope to remain operational in this century. The onus is on the leaders of organisations to ensure that their organisations are able to compete, grow and deliver to the satisfaction of shareholders and their customers. / AFRIKAANSE OPSOMMING: Soos die moderne besigheidsomgewing onseker en vol risikos bly, as gevolg van drastiese veranderinge in tegnologie, verbruikersondervinding en internasionale handel wat die kleiner ekonomie blootstel aan die groter ekonomie van die wereld, kleiner organisasies aan groter organisasies, word konvensionele bestuursbenadering onvoldoende. Beter metodes van besigheidsbestuur en projekte sal gevind moet word, om te kan kompeteer met gevestigde kompetisie. Voor die 1970's het bitter min mense oor Projekbestuur gepraat. Dit kan toegeskryf word aan 'n taamlik stabiele omgewing waarin die spoed van verandering aanvaarbaar of maklik voorspelbaar was. Dit was betreklik maklik om die bestaande bestuursreëls, werksmetode en prosedures te gebruik om by te hou by sulke veranderinge. Vanaf die 1980's het hierdie prentjie egter verander. Organisasies sukkel om by te hou by die pas van verandering en die druk is op dié organisasies om aan te pas of onder te gaan. Gevolglik het dit'n alternatief geword om by hierdie veranderinge aan te pas en te oorleef. Projekbestuur se aantrekkingskrag lê daarin dat dit die klem plaas op spanwerk en veelsydige dissipline. Die holistiese benadering maak dit baie nuttig in onbekende en gevaarlike projekte waarin inligting skaars of oorweldigend is. Die behoefte aan Projekbestuur in sulke situasies kan nie genoeg beklemtoon word nie. Soos die besigheidsomgewing chaoties word, so sal die bestuur aanhou om die besigheidstyl van die 21ste eeu te wees. Organisasies wat nalaat om die nuwe tegnieke aan te leer, sal gou agterkom dat hulle nie kan kompeteer of miskien oorleef nie. Hierdie studieprojek ondersoek deur middel van toepaslike literatuur en vraelyste die kritieke faktore wat die mislukking van Projekbestuur konstitueer. Vrae soos, watter inpak kan die mislukking van die bestuur op 'n organisasie hê; watter bestuurs- en omgewingsfaktore kan lei tot die mislukking van Produkbestuur? Hierdie en soortgelyke vrae ten opsigte van hierdie onderwerp word beantwoord. Bestuur, en veral seniorbestuur, sal goed doen om hierdie bevindinge te bestudeer as hulle hoop om operasioneel te bly in hierdie eeu. Die verantwoordelikheid lê by die leiers van organisasies om seker te maak dat hulle kan kompeteer, groei en 'n diens lewer na die satisfaksie van die aandeelhouers en hulle kliënte.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: This study was conducted to demonstrate why projects are late and/or ultimately fail, regardless of the fact that project management and project management techniques are being used. A study of literature regarding project failure was done. This was used to illustrate that human, organisational, technical and project type all play a significant role in project successor failure. / AFRIKAANSE OPSOMMING: Hierdie studie is uitgevoer om aan te dui hoekom projekte soms laat is en/of uiteindelik faal, nieteenstaande die feit dat projekbestuur en projekbestuurtegnieke toegepas word. 'n Literatuurstudie aangaande onsuksesvolIe projekte is uitgevoer. Hierdie studie is gebruik om aan te toon dat menslike, organisatoriese, tegniese en projek tipe almal bydra tot projek sukses al dan nie.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: A study was conducted within the Argicultural Research Council Infruitec-Nietvoorbij, by means of a questionnaire, regarding the application of project management. The study was done to investigate and bring forth opinions and reasons why project management is deemed to be unsuccessful within the ARC Infruitec-Nietvoorbij. A comprehensive study of literature regarding the successful application of project management within an organisation, was done. This was used to develop a questionnaire applicable to the ARC Infruitec-Nietvoorbij, to test the above mentioned perceptions. With the analysis of the quantitative and qualitative outcomes of the questionnaire, opinions and perceptions of the respondents were identified, which should be of interest to the ARC Infruitec-Nietvoorbij. These opinions and perceptions undoubtedly influence the dynamics of the working environment and will in future influence the successful application of project management within the ARC Infruitec-Nietvoorbij. Therefore some areas of concern were identified which need attention before the ARC Infruitec- Nietvoorbij can be truly successful in the implementation of project management. With the analysis of the quantitative and qualitative outcomes of the questionnaire, the results also indicated that "conventional" project management, as applied to the engineering, architectural and construction fields, can not without further ado, merely be applied in a research environment and specifically the ARC Infruitec-Nietvoorbij. The ARC Infruitec-Nietvoorbij needs to give specific attention to the development of an own methodology to apply project management in the ARC Infruitec-Nietvoorbij. This methodology needs to be relayed by means of a specific strategy and policy inherent to the ARC Infruitec-Nietvoorbij. / AFRIKAANSE OPSOMMING: 'n Studie is gedoen by die Landbou Navorsingsraad Infruitec-Nietvoorbij aangaande die aanwending van projekbestuur, deur middel van 'n vraelys. Die studie is gedoen om opinies en redes uit te bring waarom projekbestuur onsuksesvol is by die LNR Infruitec- Nietvoorbij. 'n Omvattende literatuurstudie aangaande die suksesvolle aanwending van projekbestuur in 'n organisasie is gedoen. Die bevindinge uit die literatuurstudie is aangewend om 'n vraelys te ontwikkel wat van toepassing is op die Landbou Navorsingsraad Infruitec-Nietvoorbij, om sodoende die bogenoemde persepsies te toets. Met die analise van die kwantitatiewe en kwalitatiewe gedeeltes van die vraelys, is opinies en persepsies van die deelnemers geïdentifiseer wat betekenisvol vir die LNR Infruitec-Nietvoorbij behoort te wees. Die opinies en persepsies beïnvloed beslis die funksionaliteit van die werkomgewing en sal ook in die toekoms die suksesvolle aanwending van projekbestuur in die LNR Infruitec-Nietvoorbij beïnvloed. Daar is 'n aantal areas geïdentifiseer, waaraan aandag geskenk sal moet word, voordat die LNR Infruitec-Nietvoorbij werklik suksesvol met projekbestuur sal wees. Met die analise van die kwantitatiewe en kwalitatiewe gedeeltes van die vraelys het die resultate ook aangedui dat "konvensionele" projekbestuur soos toegepas in die ingenieurs-, argitektoniese-, en konstruksievelde, nie summier by die LNR Infruitec- Nietvoorbij en spesifiek in 'n navorsingsomgewing toegepas kan word nie. Die LNR Infruitec-Nietvoorbij moet spesifiek aandag skenk aan die ontwikkeling van 'n eie metodologie. Dié metodologie moet deur middel van 'n spesifieke strategie en beleid in the LNR Infruitec-Nietvoorbij gepromulgeer word.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The objective of this study project is to investigate the scope management process within Nedbank's retail division. The scope definition provides a starting point for all future planning and tasks in a project. It defines all the work required, and only the work required, to successfully complete the set objectives of the project. Although this aspect of project management is crucial, many organisations fail to complete projects on time and within budget, due to bad management of the project's scope. A literature study was undertaken to determine a scope process, reasons why scope management fails, and those aspects that are of importance when defining the scope. These aspects were identified as follows: • Scope definition. • Setting of objectives. • Client relationship. • Stakeholder relationship. • Scope change management. • Risk. • Norms and standards. • Project requirements. Information from the literature study was used to develop a questionnaire to analyse the opinions of project members. These results were used to identify the gap between the perceptions of the project members and the ideal situation. The quantitative analysis identified the following as areas of concern: • Not all tasks needed to complete the project are identified. • Changes in the objective of the project, after the project scope was defined. • There is no process to deal with scope change. • There is a lack of using norms and standards when managing and planning the scope of the project. The study is concluded with recommendations to ensure that all future project plans comply with the identified process. / AFRIKAANSE OPSOMMING: Die doelwit van hierdie studie is om die projek omvangs proses binne Nedbank se kleinhandels divisie te ondersoek. Die definisie van die projek omvang is die begin punt van alle toekomstige beplanning en take van 'n projek. Projek omvang word gedefinieer as al die werk benodig, en slegs die werk benodig, om 'n projek suksesvol te voltooi. Alhoewel hierdie aspek van projekbestuur as van kardinale belang beskou word, is daar vele organisasies wat steeds projekte laat voltooi en begrotings oorskry, weens die swak bestuur van projek omvang. 'n Omvattende literatuurstudie is voltooi om 'n omvang formulerings proses te identifiseer, redes hoekom organisasies faal met die proses, en aspekte te bepaal wat van belang is om te verseker dat organisasies suksesvol is met die definiëring van die projek omvang. Hierdie aspekte is soos volg: • Projekdefinisie. • Projekdoelwit. • Kliëntverhoudings. • Verhoudings met belangegroepe. • Die bestuur van veranderings in die projek omvang en definisie. • Projekrisiko. • Norme en standaarde. • Projekvereistes. 'n Vraelys, gegrond op die literatuurstudie, is opgestel om die persepsies van projeklede te meet teenoor die ideale situasie. Die kwantitatiewe analise het die volgende aspekte geidentifiseer as areas waaraan aandag gegee moet word: • 'n Volledige lys van take om die projek te voltooi word nie geidentifiseer nie. • Te veel verandering in die doelwit van die projek nadat die omvang reeds bepaal is. • Geen proses om enige verandering in die projek se omvang te bestuur nie. • Norme en standaarde word nie gebruik met die beplanning en bestuur van die projek omvang nie. Die studie word afgesluit met aanbevelings om te verseker dat toekomstige projekte aan die geidentifiseerde proses voldoen.