• Refine Query
  • Source
  • Publication year
  • to
  • Language
  • 1030
  • 500
  • 497
  • 179
  • 80
  • 50
  • 48
  • 42
  • 35
  • 26
  • 21
  • 21
  • 20
  • 10
  • 8
  • Tagged with
  • 2878
  • 2878
  • 496
  • 358
  • 336
  • 334
  • 312
  • 308
  • 307
  • 301
  • 280
  • 242
  • 236
  • 234
  • 228
  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.

A study of project management development in South Africa /

Barriere, Carole Unknown Date (has links)
Thesis (MProjectManagement)--University of South Australia, 2003.

A study of project management development in South Africa /

Barriere, Carole Unknown Date (has links)
Thesis (MProjectManagement)--University of South Australia, 2003.

Discriminant function analysis for categorization of best practices

Lee, Sang-hoon, 1969- 23 March 2011 (has links)
Not available / text

Die projekbestuursproses : 'n teoretiese beskouing

Cawood, Wayne Thomas 20 August 2012 (has links)
M.Comm. / Project management as management discipline is still very young when compared to other components of the management discipline. From the literature studied, it is clear that there is a current upsurge in the interest in project management. More and more books and publications about this topic are being published. Various organisations are being formed to support the project manager and project management. Even certification for project managers was recently introduced. This study aims to give a theoretical basis to the project manager. A project is defined as a once off unique task that is comprised of an interrelated set of activities. The tasks in a project are of a non-repetitious nature and a project has definite goals, which must be achieved. The project manager has to be able to manage change if he is to be successful in his career as project manager. Three basic concepts which are prominent in project management are time, cost and quality. A project can be broken up into various distinct phases which when combined form the project life cycle. The life cycle of a project is of importance because the different phases within a project give the project manager the ability to structure the management process. The different phases each require different resources from the organisation. Project planning is to a great extent the lifeline of a project. Without planning a project is doomed to failure. All parties involved need to participate in the planning phase of a project. The result of the planning phase is the project plan, which combines the effort of all the parties into a set of documents. Organisational structures play an important role in the success of projects and project management. Each organisation has to decide which organisational structure is suitable for their application according to their project requirements. There is no definite structure that will work for every organisation. It is recommended that anagers are exposed to project management. Theoretical as well as practical knowledge is essential to the manager who wishes to become a successful project manager

The successful implementation of project management in a FMCG Industry by means of a contemporary systems approach

Jayram, Shahir Vishal 03 September 2012 (has links)
M.B.A. / To determine what management skills newly appointed project managers should have to successfully implement project management

Business development : a project management approach

Van der Merwe, Andre Philip 22 August 2012 (has links)
D.Phil. / Project management from an industrial development perspective and as an engineering discipline has been researched and published throughout the past century. It could be said that the subject is mature, as recent publications on project management fail to bring new knowledge to light. Research of published work in the form of books, journals, conference proceedings and magazines dedicated to project management, to find factors of success, expose, on analysis, that a "best practice" strategic level model can be derived for a project, revealing a high percentage of repeatability and re-use from project to project. Many of the worlds' leading practitioners concur that a base model for a project does exist; - that is to say, all projects follow a similar model leading to successful execution. What has not been understood is how the emphasis on various aspects of such a model changes between industrial development, and business development. Many business development projects have failed as a direct result of implementing what is known of project management as an engineering discipline, and applying it directly to business development. Research on how project management influences business development is both current and relevant. However, not much can be found in literature. What there is, concentrates on the information technology market segment. Available information on project management from a business development perspective deals with the project rather than with the management. This study analyses how business develops as an economic model to create wealth, and then further analyses how project management impacts on business development. The impact on strategy, structure and processes has been analysed to find how projects impact to improve efficiency and effectiveness within the business, thus further developing the business. A project model was developed and applied to find how application of project management knowledge changes in theory between industrial development, and business development. The result of this research was used to create a project system that would assist in the application of theory to practice. The system was used as a measurement tool to guide what was theoretically applied, and to show how practice changed theory, to a better understanding of how emphasis shifted in the model between engineering application, and management application. The project system was further refined during three consecutive business development case studies: ESKOM Transmission Group, ESKOM Distribution Group, and Gauteng Provincial Government. The lessons learned from these applications were finalised, and the project system evolved into a commercially viable product to aide and assist repeatable success in future applications of project management to business development. Cognisance was taken of international developments to certify the competence of project managers and to evolve project management itself into a profession. Project management is seen to play an important role in the effective and efficient application of all resources to achieve development, not only in industry and business, but in society as well. This aspect impacts on the education of project managers, as society does not develop on the backs of people who know things but on the backs of people who can do things.

Die projekbestuursproses : 'n teoretiese beskouing

Dreyer, Werner 28 October 2015 (has links)
M.Com. (Business Economics) / Please refer to full text to view abstract

Project management competency factors in the built environment

02 September 2013 (has links)
M.Comm. (Business Management) / Project failures worldwide are still significantly high, despite the availability of project management frameworks, standards, techniques and methodologies. A project’s success is, in part, contingent on effectively managing the constraints of time, costs and performance, and in order to achieve this, it is essential for the project manager to possess and display appropriate competencies. The problem addressed in this study is to gain understanding of the project management competencies needed for the successful implementation of South African Built Environment industry projects. South Africa is faced with the challenge of reducing the huge backlog of infrastructure delivery. Given the delivery prioritisation by the government, the construction industry is the preferred vehicle of delivery. However, the industry lacks the requisite project management expertise and experience to make good on this objective. This study investigates the project management competencies required to improve the performance of the industry in delivering the much-needed infrastructure. The study also identifies those competencies that are instrumental to the effective implementation of project management techniques and examines the contributory issues of project management leadership and project success. Given the aforementioned, a survey was conducted among members of Project Management South Africa (PMSA). The data were collected using a structured questionnaire and analysed using descriptive statistics. Overall, respondents agreed that project management requires much more than just knowing how to manage the constraints of time, costs and performance. Of particular note, respondents indicated that, in addition to the more commonly emphasised project administration expertise (i.e. setting and managing scope, timelines and budgets), a project manager must be competent in structuring the project task and clarifying scope, communicating effectively, developing the project objectives, showing reliability and planning the project economy. ii This study contributes to research and practice in two ways. Firstly, we identify and report on core project management competencies. The identified competencies also contribute to the available literature. Secondly, the study proposes a framework that would provide an organisation with a system for recruitment, measuring performance, identifying training and development needs of individual employees and rewarding effective performance for superior performers. The study is significant because by gaining a greater understanding of what key competencies are needed to effectively manage a Built Environment industry project, more effective education and training methods, as well as procedures, can be developed to facilitate the instruction of the defined key competencies and improve the effectiveness of future project managers in the South African Built Environment industry. It furthermore adds to the existing body of project management competency research.

Stakeholder management in university fundraising projects

Adams, Deidre 18 February 2020 (has links)
The systematic, downward trend in state funding support to public higher education has resulted in many higher education institutions undertaking large-scale, coordinated fundraising projects or capital campaigns in order to increase third stream income. There is a dearth of research which explores stakeholder management – one of the key knowledge areas in project management – in the public higher education fundraising environment. This research study set out to identify the issues which need to be considered when developing a stakeholder management strategy for fundraising projects at a South African public higher education institution. A qualitative, case study approach was adopted, with semi-structured interviews used to obtain the data. Thematic analysis was used for identifying and analysing patterns or themes within data. The University of Cape Town (UCT) was selected as the case. The research identified that there are a number and variety of stakeholders in the UCT fundraising environment. This could give rise to project complexity affecting the stakeholder landscape. The research highlighted there was a main focus on internal stakeholders, as well as certain external stakeholders necessary for providing third stream income to the university. Some of the strategies used to manage stakeholders were also those identified as critical success factors for effective stakeholder management. The research highlighted the importance of relationship management and stewardship as stakeholder management strategies, which supports the normative approach of stakeholder management. The study found that internal stakeholders possibly cause uncertainty in projects, and hence stakeholder management strategies could mitigate against the possible negative effects.

Importance and management of IT project stakeholders

Khatieb, Muhammad Zaid January 2018 (has links)
Information technology project success rates remain low despite increased investments in information systems and their importance for contemporary organisations. Both research and practice suggest that stakeholders play a key role in ensuring the successful delivery of projects. The success or failure of a project is significantly influenced by a combination of the stakeholders' needs, and the ability and readiness of the project manager to effectively coordinate and manage these aspects. This research sought to explore and understand the importance and management of IT project stakeholders. A mixed-method approach, using thematic analysis and descriptive statistics was followed. Semi-structured interviews, along with a survey questionnaire, were conducted with a selected sample of IT project managers and IT managers, from various sectors. Results of this study indicate that the project team, technical expert, subject matter expert, and the project sponsor are considered the most important stakeholders on IT projects. Furthermore, the results indicate that supplier/vendor, customer/client and project team are considered to be the stakeholders that cause the most uncertainty and problems on IT projects. Lastly, the results of this study indicate that failure to identify one or more stakeholders on an IT project can have a potential negative impact on overall project delivery. Key themes were also identified which provide context to the results of the findings. The results of this research will prove beneficial to IT project managers as it will assist in providing insight into which stakeholders require greater focus regarding stakeholder management, thereby working toward improving IT project delivery results.

Page generated in 0.1344 seconds