Thesis (M.B.A.)--University of Hong Kong, 1990.

Thesis (M. S.)--Building Construction, Georgia Institute of Technology, 2009. / Committee Chair: Roper, Kathy; Committee Member: Ashuri,Baabak; Committee Member: Thomas, Linda. Part of the SMARTech Electronic Thesis and Dissertation Collection.

Thesis (Ph. D.)--University of Hong Kong, 2005. / Title proper from title frame. Restrited access for 3 years. Also available in printed format.

Thesis (Ph.D.) - University of St Andrews, May 2010.

Thesis (M. S.)--Architecture, Georgia Institute of Technology, 2007. / Augenbroe, Godfried, Committee Chair ; Cowan, David, Committee Member ; Zimring, Craig, Committee Member.

p. 1 - 156 / Submitted by Santiago Fabio (fabio.ssantiago@hotmail.com) on 2013-01-31T19:02:47Z No. of bitstreams: 1 888888.pdf: 1714463 bytes, checksum: 53a6f8ba90712a2ef47a359f632b6156 (MD5) / Approved for entry into archive by Fatima Cleômenis Botelho Maria (botelho@ufba.br) on 2013-02-04T15:44:34Z (GMT) No. of bitstreams: 1 888888.pdf: 1714463 bytes, checksum: 53a6f8ba90712a2ef47a359f632b6156 (MD5) / Made available in DSpace on 2013-02-04T15:44:34Z (GMT). No. of bitstreams: 1 888888.pdf: 1714463 bytes, checksum: 53a6f8ba90712a2ef47a359f632b6156 (MD5) Previous issue date: 2007 / Neste estudo, foram examinados fatores que influenciam o estado potencial para virtualização de um escritório de projetos, também conhecido como PMO, na percepção dos profissionais de gerenciamento de projetos filiados a dois dos principais fóruns eletrônicos de discussão sobre o tema no Brasil. O estudo empírico foi conduzido através da utilização de instrumentos desenvolvidos pelo próprio autor da pesquisa, que permitiram quantificar percepções como: contribuição da estrutura organizacional para gerenciar projetos, grau de maturidade da metodologia de gestão de projetos, performance atual da organização, papel estratégico da Tecnologia da Informação (TI), importância dada pelos clientes à estrutura organizacional responsável pelos projetos, uso de ferramentas e software colaborativos, além dos ganhos obtidos com a implementação de um PMO virtual. A identificação destas percepções foi definida a partir dos estudos do PMI (2004), Kerzner (2002), Takahashi (2000), Garfein (2005), Rabechini Júnior e Pessôa (2005), Ferreira (1994) e Vargas (2004), que fundamentaram a criação de tais instrumentos de pesquisa e também do modelo de análise. Além dessas percepções, foram coletados dados demográficos dos participantes e do segmento de atuação da organização em que ele atua. Obteve-se 162 questionários respondidos, que foram aplicados através da Internet. A partir dos resultados obtidos, buscouse estabelecer relações entre as sete percepções anteriormente citadas, sendo ainda gerado um segundo questionário, também aplicado através da Internet, porém numa amostra diferente, para verificação do modelo conceitual proposto, que obteve 73 respondentes. O foco dominante consistiu na percepção da contribuição da estrutura organizacional para gerenciar projetos, ao contrário da hipótese formulada. A amostra apresentou altos índices de correlação entre tais percepções e foi possível observar o equilíbrio obtido como fruto da validação do modelo, onde a diferença percentual entre a percepção com maior influência no estado potencial para virtualização de um PMO (uso de ferramentas potencializadoras do PMO virtual) e aquela com a menor influência (importância dada pelos clientes à estrutura organizacional), foi de apenas, aproximadamente 4%. Tal equilíbrio destoou daqueles obtidos a partir do modelo inicialmente proposto, através dos quais se verificou uma clara preponderância da percepção no tocante à contribuição da estrutura organizacional para gerenciar projetos. Estudos posteriores, de maior abrangência, devem ser conduzidos para aprofundar tais diferenças encontradas entre as percepções, quando argüidas de forma direta, daquelas obtidas indiretamente. Foi conduzida análise de regressão simples e múltipla, demonstrando a influência da maturidade da metodologia de gestão de projetos mediada por outras percepções que compõem o modelo de análise, como a percepção da performance atual da organização, e da contribuição da estrutura organizacional para gerenciar projetos. / Salvador

Thesis (MTech (Business Administration (Entrepreneurship)))--Cape Peninsula University of Technology, 2017. / Although SMEs are aware of project management, it seems that a vast majority of firms are not actually well-informed about what project management is, and therefore, might not even be adhering to project management principles. Hence, the main objective of this study was to determine the extent to which SMEs (involved in construction, events and information technology and located in the Cape Metropolitan area in South Africa) apply project management principles. This study used a mixed method approach (both qualitative and quantitative) and various relevant instruments to collect and analyse data. A total of 223 questionnaires were administered to employees working in conjunction with a project management department, and five face-to-face interviews were conducted with owner-managers of selected SMEs. The statistical package for social science (SPSS) was used to analyse the quantitative data with results presented in a tabulated format; content analysis was used to transcribe qualitative data and categorise this data into themes. The study found that the project management sector is still predominately male-dominated, and project teams are not selected on the basis of experience. Furthermore, those who lack experiences are not trained. The nature of work done, company understaffing, time and financial constraints and poor team dynamics were all cited as factors affecting the application of project management principles within SMEs. Several recommendations emerged from the findings. First, it was recommended that women be empowered as active participants in project management, thereby reducing the evident gender imbalance; training and development should regularly be conducted to fully equip employees with vital skills and competencies. This will more strongly ensure that clients are satisfied with quality outcome and thereby establish a good reputation for SMEs. Project managers should create contingency plans for potential challenges. Additionally, the project manager should ensure that by virtue of the company being understaffed, specific roles and responsibilities of individuals should be clearly delineated, clearly communicated and clearly understood. Alternatively, the company may employ more personnel for particular projects, or independent contractors could be hired to assist. Moreover, time constraints can be eradicated by establishing timelines through the Gantt chart and measuring milestones. Finance and other resources should be allocated economically with and ongoing budget-cost analysis for monitoring expenditure. It was also deemed advisable that project managers send their teams for wellness training to avoid negative team dynamics, and as for labour unrest, senior managers should engage proactively with unions and delegates.

The expenditure by financial institutions in South Africa on building projects could conservatively be estimated to total in the region of a billion rand per annum. It is surprising, given the amount of money being spent that there is currently no co-operation between the various financial institutions in the field of building project management. The research in this study found that most financial institutions were not taking into account all the costs and benefits when undertaking a project. When a project is undertaken in this manner, the viability analysis would not be a true reflection of the project being undertaken. The areas which were not taken into account when undertaking a project were the indirect project costs, which included costs like the project management staff themselves. An exception to this was First National Bank Metropolitan Delivery. They followed an outsourcing strategy in terms of their building project management function and the cost of this was known and added into the project cost. In terms of the benefits, this study found that the financial institutions do not take the intangible benefits into account. They do not consider the long term benefits which will be derived as a result of the implementation of a project. Arriving at a model which takes into account these factors, would provide material for a Doctorate thesis.

This study examined project stakeholders‘ expectations of a funded enterprise coaching project designed to alleviate symptoms of deprivation in Corby. A mixed method approach of Q study and semi-structured interviews was used to reveal the expectations, behaviours and evaluation of four main groups of stakeholders - the project clients (13); the project delivery team (6); Corby Borough Council (3); and the project funder (1) - a total of 23 participants. Results of the Q study analysis revealed three factors, indicating that stakeholders have different expectations about the project. The semi-structured interviews demonstrated that although stakeholders tried to promote their expectations, their influences were significantly limited by their power to influence decision making. Apart from the dominant project funder, there was no rigorous connection between stakeholders‘ expectations and the project evaluation criteria (time, cost and quality). Triangulated results led to the development of a unique model that incorporates broader stakeholder expectations and promotes distributed power and communication in the decision making process. This model further assists in drawing attention to emerging conflicts and problems as a constant process is developed for future project management.

Purpose - The objective of the research was to align the 3-part habit routine to intended organisational change initiatives that use discrete methodologies like Lean Six Sigma to achieve outcomes that are more successful than change initiatives deployed only from a technical systematic approach. Design/methodology/approach – An infield quantitative experiment designed to measure the longitudinal effects of mindfulness, organisational routines, and job satisfaction. Findings – This study does not provide empirical proof that the outcome to intended change initiative have improved with contextual cues over the predetermined time horizon. Research limitation/implications – The results suggest the 20-day time horizon of the study was insufficient to establish automaticity. The language used in the assessment tools chosen, posed a challenge in the context of a South African services organisation. Not including considerations for affective and behavioural factors into intended change programmes will continue to influence the effectiveness of change agents, and practitioners. Originality/value – Within the context of intended organisational change, this study aimed to amend embedded routines and/or automatic behaviours by providing contextual cues at a specific time of day. / Dissertation (MBA)--University of Pretoria, 2013. / pagibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted