Thesis (MBA)--Stellenbosch University, 2011. / Organisations are continuously involved in the process of selection, prioritisation and execution of projects in order to achieve some stated objective, within the constraints of a finite set of resources. The problem that many organisations face is how to go about making the decisions to maximise the value of the investment in these projects. Project Portfolio Management (PPM) is a management concept that facilitates and support the decision-making processes to ensure that the optimal mix of projects in a portfolio supporting a particular organisational objective. However, there is no generally accepted standard definition of PPM. This absence of an accepted definition can lead to confusion when organisations implement PPM. A well-defined, accepted standard supported by qualifying criteria will thus enable organisations to make informed decisions about the application of PPM. It will also lead to a better understanding of the PPM value proposition. The purpose of this report is to define exactly PPM entails. It recommends a standard definition that will enable an organisation to understand the use and benefit of PPM. The author reviewed the many different definitions of PPM from different perspectives namely: academic literature, industry bodies, popular press, software vendors and consulting groups. A critical review of the literature was performed to clearly define the concept. All of the different definitions were reviewed and compared within, and amongst, the different perspectives. The final definition of project portfolio management is presented as follows: Project Portfolio Management is a strategic management concept with the objective of ensuring that the portfolio of projects is aligned with and support the organisational strategy. This is done through the integration of strategic and operational management levels within the organisation. An important insight of the research is that projects, and portfolios of projects, can be considered as change initiatives and investments the organisation has made, or plans to make in future. Within this context PPM is positioned on a strategic management level within the organisation to assist in bringing about the change in the correct manner. PPM involves a dynamic decision-making process (defined in this report) where the selection and prioritisation of projects to be executed is done within the constraints of a limited pool of available resources. The selection and prioritisation of projects is determined by a defined set of criteria discussed in this report.

Thesis (MBA)--Stellenbosch University, 2001 / Is Management or Leadership ability a prerequisite for a successful project Supervisor/facilitator? Management and Leadership: In traditional thinking managers requires certain competencies to be able to plan, organize, direct and control the allocation of human, material, financial and information resources in the pursuit of organisational goals. Management is therefore a technical discipline of applying and administering authority over others, which is given through a formalised structural arrangement of the organisation. Leadership is about vision and influence, ie. the ability to obtain followers. Leaders are also seen as people who communicate effectively, which leads to recognition, which in turn leads to influence. Leadership is therefore a quality of obtaining results from others through personal influence. The distinction between leadership and management is perhaps in the fact that the former focuses more on setting the vision and relying on softer skills such as interpersonal skills to communicate the vision and generate commitment and enthusiasm to make it happen, while the other concentrate on the harder more functional issues of planning and controlling. Project management: Project management is a structured but flexible process for producing a new end result. Its success depends on the application of a two-step sequence: First plan - then produce. Success from a project management perspective requires being on time, within budget and meeting requirements. However, from a project perspective, a successful project is clearly one in which the 'customer' ends up satisfied. Optimum project management success is therefore obtained when both success dimensions are achieved simultaneously. Project Success is dependent on the nature of the organization (sector, activities, structure), the nature of the project, nature of the project work (complexity, scale, stature), but most importantly the personality of the project manager. Hence, must the project manager be a manager or leader? The various authors generally agree that leadership is important to the success of a project because leadership is essentially about motivating people. Also, what may be characterized, as "managership" is equally important because this is about getting things done. To get a project started off right, the project manager must become a leader. However, the style of leadership does need to change as the project progresses through its life cycle. Indeed, there comes a point in time when "managership" may be more important than "leadership. Failure to match an appropriate style to project circumstances can lead to unsatisfactory project results. Project management style classification: Having stated that the style of leadership needs to change as the project progresses we base our classification on the work done mostly by R. M. Wideman, whose research focused on four project leader profiles, namely: The Explorer: entrepreneur type project leaders have a vision of the future being bold, courageous and imaginative, constantly searching for opportunities and improvements. The Driver: distinctly action-oriented, hard working, hard driving, pragmatic, realistic, resourceful and resolute. The Coordinator: have a more independent and detached view of their surroundings and responsive to the views of project team members. The Administrator: recognizes the need for stability and optimize productivity through maximizing repetition, information assembly and analyzing, scheduling, trade-ofts to resolve conflicts and problems, in advance. Although experienced and skilled project managers often find themselves 'shifting gears' to suit current circumstances during the course of a project, the literature suggest that it is unusual to find all four traits in a single person. The study also discusses research done into the availability of people suited to various roles in project work. The research concluded that the Explorer (entrepreneur) type makes up only about 1-2% of the population, some 5-10%, are of the Driver (marshal) type, some 5-10%, are of the Coordinator (catalyst) type and 25- 30% are of the Administrator (stabilizer) "professional" types. Another 20-25% of the population is probably more suited as "followers". That still leaves about a third of the population who are most likely uncomfortable and unsuited to working on projects at all. If these statistics holds true, then the rate of unsatisfactory projects should come as no surprise considering the scarcity of people naturally suited for project management.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Investment Frontiers is a business unit of Old Mutual South Africa, which launches new products. These launches are carried out as projects. A major problem is that it is always difficult to launch new products in the scheduled time and the projects usually go over budget. Investment Frontiers thinks that project management is not being applied successfully in the business. The research was done to provide an answer as to why project management is not being applied successfully. A literature study was done on the different elements of project management. This study led to the construction of a questionnaire to test if employees applied the process correctly or at all. The questionnaire was sent to 23 people being all the employees directly involved in projects. The following three problems or shortcomings were identified from the response to the questionnaire: 1. Scope creep, where the scope of the project changes constantly 2. Lack of project scheduling 3. Lack of training in and knowledge of project management in the business The recommendations made were to pay more attention to the scope document, to develop simplified project scheduling techniques for in-house use, and to implement more project manager training programmes. Although there were some shortcomings in the research, the result of the research was positive in the sense that development areas were identified and constructive actions can be taken to address the problem areas. / AFRIKAANSE OPSOMMING: Investment Frontiers is 'n afdeling van Ou Mutual Suid-Afrika wat nuwe produkte loods in die vorm van projekte. 'n Groot probleem wat ondervind word, is dat dit altyd moeilik is om nuwe produkte binne die geskeduleerde tyd geloods te kry, en dat die projekte gewoonlik die begroting oorskry. Investment Frontiers vermoed dat projekbestuur nie suksesvol toegepas word nie. Hierdie studie is gedoen om antwoorde te verskaf hoekom projekbestuur nie suksesvol toegepas word nie. 'n Literatuurstudie is gedoen met betrekking tot die hoofelemente van projekbestuur. Hierdie literatuurstudie het die basis gevorm vir die opstel van 'n vraelys om te toets tot hoe 'n mate die proses korrek of hoegenaamd toegepas word. Die vraelys is aan 23 persone gestuur. Dit verteenwoordig almal wat direk met projekte, binne die besigheidseenheid, betrokke is. Die volgende 3 probleme of tekortkominge is op grond van die vraelys geïdentiftseer: 1. "Scope creep", waar die werksomvang van die projek gereeld verander 2. Onvoldoende gebruik van projekskedulering 3. Onvoldoende opleiding met betrekking tot projekbestuur in die besigheidseenheid Die voorstelle wat gemaak is, is dat daar meer tyd aan die werkomvangsdokument spandeer moet word, eenvoudige projekskedule-tegnieke ontwikkel moet word vir binnenshuise gebruik en om verdere opleidingsprogramme vir projekbestuursders te implementeer. Alhoewel daar sommige tekortkominge in die navorsing is, is die uitkoms van die navorsing positief in die sin dat ontwikkelingsareas geïdentifiseer is en konstruktiewe aksies geneem kan word om die probleme te hanteer.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: The project manager plays a vital role in determining the success of any project. In multi-functional projects the project manager mostly has a technical background covering only one of the participant functional areas and functional specialists are more knowledgeable than the project leader in their area of technical expertise. Further more both human resources and time are often scarce on projects. The project manager thus needs very specific personal and managerial skills to enable him to operate effectively in such a high pressure environment. The study indicates a strong correlation between project manager characteristics deemed important by South African project functionaries and those deemed important by project functionaries on a global scale. The relative importance of a number of project manager characteristics are however rated exceptionally high or low by South African project functionaries. The most important "undervalued" characteristics (thus posing a threat to project management) are; administrative skills, dealing with people and vision/seeing the big picture. A clear distinction exists between the relative importance of project manager characteristics amongst different subgroups of project functionaries in South Africa. Subgroups are inter alia formed by functional sectors within the economy, the managerial level of the functionary within the organisation (project manager- project personnel/ senior manager), and the average project duration. / AFRIKAANSE OPSOMMING: Die projekbestuurder speel 'n baie belangrike rol in die bepaling van die sukses van enige projek. In multi-funksionele projekte dek die tegniese agtergrond van die projekbestuurder meestal slegs een van die deelnemende funksionele areas en beskik funksionele spesialiste oor meerdere kennis in hul areas van tegniese kundigheid as die projekbestuurder. Verder is menslike hulpbronne en tyd dikwels skaars op projekte. Die projekbestuurder benodig dus baie spesifieke persoonlike- en bestuursvaardighede om hom in staat te stel om effektief in so 'n hoë-druk omgewing te kan funksioneer. Die studie dui op 'n sterk korrelasie tussen projekbestuurder eienskappe wat as belangrik beskou word deur Suid-Afrikaanse projekfunsionarisse en dié wat as belangrik beskou word deur projekfunsionarisse op 'n globale skaal. Die relatiewe belangrikheid van 'n aantal projekbestuurdereienskappe word egter uitsonderlik hoog of laag beskou deur Suid-Afrikaanse projekfunsionarisse. Die mees belangrike "ondergewaardeerde" (wat dus 'n bedreiging vir projekbestuur inhou) eienskappe is: Administratiewe vaardighede, interteraksie met mense, en visie/'n geheelbeeld. 'n Duidelike onderskeid bestaan tussen die relatiewe belangrikheid van projekbestuurder eienskappe van verskillende subgroepe van projekfunksionarisse in Suid-Afrika. Subgroepe word onder andere gevorm deur: funksionele sektore in die ekonomie, die bestuursvlak van die funksionaris binne die organisasie (projekbestuurder- projekpersoneel/senior bestuurder) en gemiddelde projekduurtes.

Thesis (MBA)--Stellenbosch University, 2002. / Traditionally project management has been found mainly in the construction industry and the project manager was a technical specialist. There was a tendency to select people solely for their technical expertise and to emphasize the hard skills (scheduling, statistical analysis, etc.) In general there was a failure to distinguish between project leadership and project management. Managing organisations through projects or through project portfolios (programmes) is gaining popularity since it is a management approach that integrates and co-ordinates current strategic business and operational dimensions. Organisations also become customer driven, which resulted in an increased demand for project managers with a new style of project management. The "new style" project managers have to cope with the traditional criteria of cost, time and specification to be met as well as more ambiguous goals in an environment of organisational politics, external environmental and marketing pressures together with the needs of the stakeholders inside and outside the organisation. Do these "new-style" projects require a project manager with leadership skills? Do we need a project manager or a project leader or both? Are both management and leadership skills essential for a project manager? What is the difference between project management and project leadership?

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Project management is about the art of converting vision into reality. Projects and project managers were traditionally evaluated on time, cost and quality aspects. This has evolved over time into nine project management knowledge areas. The nine knowledge areas are also the basis on which project A successful project manager has a positive attitude and can get the work done through his project team, to meet the project objectives. The main shortfalls as indicated in the literature are clarity of roles and responsibilities, planning and scheduling as well as cost and financial control. Other shortfalls include procurements and contract negotiations and the managing of time and budget constraints. The way to fix it is to put a lot of focus into that area and assign extra people if you have to. The project manager must still maintain the balance with the other areas. Proper up front planning is the best remedial measure to ensure success. Success breeds success and there are no shortcuts in project management. Project quality and project scope management is generally the two areas where project managers are successful all over the world according to literature. Constant evaluation is the key to being successful as a project manager. Project managers must benchmark themselves against other good project managers to measure themselves and to work on the areas, which needs more attention. It is imperative that project managers understand the expected outcome of the project and what is expected from him. Project management cannot run without good systems in place to monitor the whole project life cycle. The project manager should have the say in the selection of the project team as his ultimate success or failure is dependent on the people that he is going to work with. You must plan out the whole process before you start. If you fail to plan, you plan to fail. managers are evaluated for being successful or failing. All people have the tendency to favor certain areas more than other areas and hence they excel in those areas. Literature indicates that project managers still focus largely on quality. It is important for the project manager to maintain a balance amongst the nine knowledge areas. Constant evaluation of the project manager throughout the life cycle of the project is important and must be used as early warning devices to indicate when things are going wrong. The nine areas include cost, time, and quality and scope management. It further involves risk management, human resou rces ma nagement, procu remen.t, com munications management and integration of all the areas into the project life cycle. Project managers must have exceptional human resource skills. Project management is not about managing the work, but about managing the people to deliver the results. The project manager must be a leader and is only as successful as the team he leads. All nine project management knowledge areas are important, and the integration process must be managed carefully to be successful as a project manager. / AFRIKAANSE OPSOMMING: Projek bestuur gaan oor die kuns om 'n idee in realiteit te omskep. Projekte en projek bestuurders is tradisioneel beoordeel ten opsigte van tyd, koste en kwaliteit. Dit het met tyd ontwikkel tot die huidige nege kennis areas van projek bestuur. Die nege kennis areas, is dan ook die areas waarop projek bestuurders beoordeeI word om te sien of hulle suksesvol is al dan nie. Alle mense het die geneigdheid om beter te doen in sekere areas as in ander, omdat hulle meer daarin belang stel. Die literatuur dui aan dat projek bestuurders steeds baie fokus op kwaliteit. Dit is egter belangrik vir die projek bestuurder om 'n balans te handhaaf tussen die nege kennis areas. Gereelde evaluering van die projek bestuurder gedurende die lewensiklus van die projek is belangrik. Dit kan ook dien as vroegtydige waarskuwings tekens dat dinge moontlik kan verkeerd loop. Die nege areas sluit in, koste, tyd, kwaliteit en bestuur van die omvang van die projek. Verder sluit dit risiko bestuur, personeel bestuur, aankope, kommunikasie bestuur en integrasie van al die areas in die lewensiklus in. Projek bestuurders het hoë vlakke van vaardigheid nodig in die bestuur van mense. Projek bestuur gaan nie oor die bestuur van die werk nie, maar oor die bestuur van die mense wat verantwoordelik is vir die werk. Die projek bestuurder moet 'n ware leier wees en kan slegs suksesvol wees as die span wat hy lei suksesvol is. AI nege kennis areas is belangrik en die sukses van die projek bestuurder hang af van die mate wat die integrasie proses suksesvol toegepas word. 'n Suksesvolle projek bestuurder moet 'n positiewe houding hê. Hy sal dan daarin slaag om die doelwitte suksesvol te behaal deur die gebruik van sy projek span se vaardighede. Die groot tekortkominge soos aangedui in die literatuur is die verstaan van rolle en die verantwoordelikheid van elke rolspeler, beplanning en skedulering, sowel as koste en finansiële bestuur. Ander tekortkominge sluit in aankope en kontrak bestuur, asook die bestuur van tyd en begrotings. Die manier om tekortkominge uit te sorteer is om ten volle aandag daaraan te gee, sonder om die balans te versteur tussen die nege kennis areas. Ken meer mense toe om die probleem aan te spreek. Die beste kuur is om seker te maak dat die vooruit beplanning reg is. Sukses skep meer sukses en daar is geen kortpaaie in projek bestuur nie. Volgens literatuur is daar twee areas waarin projek bestuurders uitblink. Die kwaliteit van die projek en die bestuur van die omvang van die projek word deur die wêreld heen as suksesvolle areas van projek bestuur gesien. Gereelde evaluasie is die sleutel tot sukses as projek bestuurder. Projek bestuurders moet hulle self vergelyk met ander goeie projek bestuurders en areas waarin hulle onderpresteer onder die knie kry. Dit is belangrik vir die projek bestuurder om voor die tyd seker te maak wat die verwagte uitkoms van die projek behels en wat presies van hom verwag word. Projek bestuur kan nie bedryf word en gemonitor word sonder om goeie sisteme in plek te hê nie. Dit is belangrik om die hele lewensiklus van die projek te monitor. Gegewe die belangrikheid van die projek bestuur span is dit van uiterste belang dat die projek bestuurder toegelaat word om sy eie span te kies. Die sukses van die projek bestuurder hang af van die sukses van sy span. Die hele proses moet vooruit beplan word voordat die projek eens 'n aanvang neem. As jy faal om te beplan, dan beplan jy om te faal.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Matrix organizations still remain a successful competitor in a hyper networked and borderless world. Matrix organizations are a multidimensional structure that tries to maximize the strength of a functional organization and minimize the weaknesses of both the project and functional organizations. It combines the vertical hierarchical structure with a horizontal structure of an input coordinator and provides advantages in terms of creativity, innovation, integration of knowledge and responsiveness to customer needs (Stebbins, Sena & Shani, 1997: 1). Project managers in a matrix organization have control over three factors: what has to be done, when it must be done, and how much in terms of resources must be dedicated to the project. The probable risk here is that the project manager may become isolated from a technical foundation and loss the technical skills that is needed to manage the matrix organization effectively. Some of the other key issues in a matrix organization is the "two bosses" or sharing of authority, the difficult balance between the organizations need for cost effectiveness and the project manager's need to achieve perfection and the problems associated with the resources and functional managers' reluctance to give up these resources. The solution for most of these problems is that the project manager should have sufficient authority in the organization and the back up and support of top management. The project manager of the matrix organization needs the personal skills to effectively communicate and motivate the project team and allow for greater collaboration among differing functional specialties, and political skills to handle all the relevant stakeholders. The transition into a predominantly knowledge-based economy with knowledge workers manning the workstations, the need for managing interpersonal complexity at work is also driving the matrix. The discipline of matrix management, however, remains more an art than a science. / AFRIKAANSE OPSOMMING: Matriks organisasies is nog steeds 'n suksesvolle mededinger in 'n wereld met netwerke sonder grense. Matriks organisasies is multi-dimensionele strukture wat probeer om die sterk punte van funksionel organisasies te maksimaliseer en die swak punte te minimaliseer van beids projek en funksionele organisasies. Dit kombineer die vertikale hierargiese strukture met die horisontale strukture van 'n koordineerder wat verantwoordelik is vir insette, en voorsien voordele in terme van kreatiwiteit, innovering, integrasie van kennis en reaksie op wat kliente benodig (Stebbins, Sena & Shani, 1997: 1 ). Projekbestuurders in 'n matriks organisasie het beheer oor drie faktore: wat moet gedoen word, wanneer moet dit gedoen word en hoeveel, in terme van hulpbronne, moet toegewys word aan die projek. Die moontlike risiko is dat die projekbestuurder geisoleer kan word van 'n tegniese grondslag en die tegniese vaardigheid, wat nodig is om die matriks organisasie effektief te bestuur, verloor. Sommige van die ander belangrike punte in 'n matriks organisasie is die "twee hoofde"of die gedeelde autoriteit, die moeilike balans tussen die organisasie se noodsaaklikheid van koste effektiwiteit en die projek bestuurder se strewe na volmaakheid, asook die probleme wat geassosieer word met die hulpbronne en die funksionele bestuurder se huiwering om dit op te gee. Die oplossing van die meeste van hierdie probleme is dat die projekbestuurder voldoende autoriteit moet hê in die organisasie en die ondersteuning van die top bestuur. Die projekbestuurder van die matriks organisasie benodig die persoonlike vaardigheid om effektief met die projekspan te kommunikeer en hul te motiveer. Groter samewerking tussen die verskillende funksionele spesialiteite moet toe gelaat word en die projek bestuurder benodig ook die politieke vaardigheid om alle relevante insethouers te hanteer. Soos die verandering plaasvind in 'n hoofsaaklike kennis gebaseerde ekonomie met opgeleide werkers wat die werkstasies beman, word die matriks ook gedryf deur die behoefte om interpersoonlike gekompliseerdheid te bestuur. Die disipline van matriksbestuur is meer 'n kuns, as 'n wetenskap.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The purpose of the study is to determine whether organisational culture has an effect on the effectiveness of project management, and if project managers have a specific preference in terms of organizational culture in order to enable them to be successful. The empirical research was done by sending questionnaires to practising project managers who passed a course in project management at the University of Stellenbosch Business School in the period 2000 to 2003. The questionnaire is based on the Competing Values Framework (Cameron & Quinn, 1999: 20). The findings show that different organisation cultures do exist in organisations that experience different levels of effectiveness in project management. Furthermore the preferred culture appears to be a combination of clan-, adhocracy-, market- and to a lesser extent hierarchy cultures (the four quadrants in the Competing Values Framework). The presence of clan culture indicates a strong need for loyalty and support, cohesion and high morale, sensitivity towards clients and colleagues, teamwork, participation and consensus. In the tendency towards adhocracy culture there is a need for flexibility, individual initiative, risk taking, experimentation, innovation and freedom. The strong tendency towards market culture indicates an external focus with a high measure of stability and control, as well as a goal and results orientation, an emphasis on winning and hard-driving competitiveness. The relatively low score in hierarchy culture indicates a limited need for stability and control by means of structure, policies, procedures and dependable delivery. The conclusion is that there is a relationship between organisation culture and the effectiveness of project management, and that there are specific preferences for an organizational culture that will, in the perception of project managers, positively impact on project management. / AFRIKAANSE OPSOMMING: Die doel van die studie is om te bepaal of organisasiekultuur wel die effektiwiteit van projekbestuur beïnvloed, en of projekbestuurders 'n sekere voorkeur het in terme van die organisasiekultuur ten einde hulle in staat te stel om suksesvol te wees. Die empiriese ondersoek is gedoen deur vraelyste te stuur aan praktiserende projekbestuurders wat 'n kursus in projekbestuur aan die Universiteit Stellenbosch Bestuurskool geslaag het in die periode 2000 tot 2003. Die vraelys gebruik is gebaseer op die Competing Values Framework (Cameron & Quinn, 1999: 20). Die bevindings is dat verskille in organisasiekulture bestaan in organisasies wat verskillende mates van effektiwiteit in projekbestuur ervaar. Verder blyk die kultuur van voorkeur 'n kombinasie van clan -, adhocracy-, market- en in 'n minder mate hierarchy kulture (die vier kwadrante binne die Competing Values FrameworK) te wees. Die teenwoordigheid van clan kultuur dui op 'n sterk behoefte na onderlinge lojaliteit en ondersteuning, sterk samehorigheidsgevoel en hoë moraal, sensitiwiteit teenoor kliënte en kollegas, goeie spanwerk, deelname en konsensus. In die geneigdheid na adhocracy kultuur is daar 'n behoefte na 'n hoë mate van buigbaarheid, ruimte vir kreatiewe individualiteit, die neem van risiko's, eksperimentering, innovasie en 'n mate van vryheid. Die sterk neiging na market kultuur dui op 'n eksterne fokus met 'n mate van stabiliteit en beheer, sowel as 'n sterk behoefte na 'n doelwit en resultate oriëntasie, 'n sterk behoefte na sukses en oorwinning en ongenaakbare kompetisie. Die relatiewe lae telling in hierarchy kultuur dui op 'n beperkte behoefte aan stabiliteit en beheer deur middel van struktuur, beleid, prosedures en betroubare lewering. Dit blyk uit die ondersoek dat organisasiekultuur wel die effektiwiteit van projekbestuur beïnvloed, en dat 'n spesifieke kultuur van voorkeur wel bestaan ten einde effektiwiteit van projekbestuur te verbeter.

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: This explorative research was done on 86 DiSC® patterns, 46 of which were completed by male Information Technology project managers and the remaining 40 by female Information Technology project managers, in order to understand which were the most prolific DiSC® patterns amongst the sample. The research showed that the creative profile was the most observed, closely followed by the perfectionist pattern. This was due to the preference of the Information Technology project managers to operate within either the dominance domain for the creative pattern or the conscientiousness domain for the perfectionist pattern, which was valid for both genders. Based on the attributes, a pattern closely resembling the objective thinker pattern also became apparent. The objective thinker pattern attests to the high score gained in the conscientiousness domain as well. Interestingly, there was very little difference between male and female project managers’ preferences in terms of patterns, domain and attributes. The research showed that the creative pattern drives quick decisions, the perfectionist pattern focuses on quality, and the objective thinker pattern is founded in logic. The research does not guarantee a ‘one-size-fits-all’ solution; however, it did reveal that based on the sample data, conscientiousness must be considered when recruiting, assigning or even up-skilling individuals to become Information Technology project managers. Where a candidate shows a strong preference towards the steadiness or even the influence domains, caution should be taken and time invested to ensure that the individual would be suited for the role. To manage project time constraints, the creative profile was recommended. To manage cost, the perfectionist and objective thinker patterns was recommended, as the focus on quality and facts could aid the project definition and execution. Where quality was a concern, the perfectionist and objective thinker patterns were put forward as recommendations. Any of the creative, perfectionist or objective thinker patterns profiles were recommended for overall project execution. The research also found that based on the needs of the project a combination of the creative and perfectionist or objective thinker may lead to better results.

Thesis (PhD)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Correlation mechanisms describing systematic variations and common sensitivities are critical contributors to uncertainty in quantitative functions modelling project performance in terms of probabilistic or basic variables. Current reliability methods transform dependent vectors to an equivalent set of independent standard normal variates. A simple method is developed for dealing with correlation in the original variable space. An algebraic description of the direction cosine (or alpha) for performance functions under conditions of dependence is formally derived and numerically validated. The resultant General First Order Second Moment (GFOSM) method for correlated basic variables is shown to be equivalent to the orthogonal transformation method. Geometric and physical interpretations of the general direction cosine are developed, with alpha found to be equivalent to the correlation between a basic variable and performance function. Corresponding inequalities and normalizing conditions are also developed for alpha. Expressions for a number of applications utilising the general dependent form for the direction cosine are derived and demonstrated. The current definition of the direction cosine as an importance factor is validated for dependent conditions, and conditions established under which this descriptor is no longer adequate. Expressions are derived to measure the significance of a variable in terms of stochastic importance and function sensitivity, to establish reliability index sensitivity to the omission of non-critical items, quantifying variable elasticity and an elasticity index. The general FOSM method for correlated basic variables is applied to system analysis to generate modal correlation coefficients between failure modes. The general direction cosine is stable for multivariate linear functions and functions of limited curvature across a range of reliabilities and correlation levels. This characteristic further simplifies the process by providing for deterministic reliability modelling of performance functions containing dependent variables, avoiding the solution of the more complex joint density function. The extension of the current theory and the treatment of performance functions in the original vector space develop invaluable insight into the correlation mechanisms driving risk and reliability. This will assist project managers to better understand areas that can affect project performance, to focus management attention, develop mitigation strategies and to allocate resources for the optimal management of project risk. / AFRIKAANSE OPSOMMING: Korrelasie meganismes wat sistematiese afwykings en gemeenskaplike sensitiwiteite veroorsaak, is kritieke bydraers tot onsekerheid in kwantitatiewe funksies wat projek prestasie modelleer m terme van probabilistiese of basiese veranderlikes. Huidige betroubaarheidsmetodes transformeer afhanklike vektore tot 'n ekwivalente stel van standaard normaalonafhanklike veranderlikes. '0 Eenvoudige metode is ontwikkelom die effekte van korrelasie in die oorspronklike vektorspasie te hanteer. 'n Algebraise beskrywing van die rigtingseosines (genoem alfa) vir prestasiefunksies onder omstandighede van afhanklikheid is formeel afgelei en numeries gevalideer. Dit is bewys dat die resulterende Algemene Eerste Orde Tweede Moment metode vir gekorreleerde basiese veranderlikes ekwivalent is aan die tradisionele Ortogonale Transformasie metode. Geometriese en fisiese interpretasies vir die algemene rigtingscosinus is ontwikkel, met bewys dat alfa ekwivalent is aan die korrelasie tussen 'n basiese veranderlike en die prestasiefunksie. Ooreenstemmende ongelykhede en normaliserings-kondisies is ook vir alfa ontwikkel. Uitdrukkings vir 'n aantal toepassings wat gebruik maak van die algemene afhanklike vorm van die rigtingscosinus is afgelei en gedemonstreer. Die huidige definisie van die rigtingscosinus as 'n belangrikheidsfaktor is gevalideer vir kondisies van afhanklikheid en omstandighede is uitgewys wanneer dit onvoldoende is. Uitdrukkings is afgelei om stochastiese belangrikheid te meet asook funksie sensitiwiteit, die sensitiwiteit van die betroubaarheidsindeks tot die weglating van nie kritiese veranderlikes, sowel as die kwantifisering van elastisiteit en die elastisiteitsindeks. Die Algemene Eerste Orde Tweede Moment metode vir gekorreleerde' veranderlikes is toegepas op sisteem analise om die korrelasie tussen falingsmodes te genereer. Die algemene rigtingscosinus is stabiel vir liniêre funksies en funksies met 'n beperkte kromming oor 'n reeks betroubaarheidswaardes en korrelasie vlakke. Hierdie kenmerk vereenvoudig die metode verder deur voorsiening te maak vir deterministiese betroubaarheidsmodellering van prestasie funksies met afhanklike veranderlikes, deur die oplossing van die meer komplekse gesamentlike-digtheidsfunksies te vermy. Die uitbreiding van die huidige teorie en die hantering van prestasie funksies in die oorspronklike vektor spasie ontwikkel waardevolle insig in die korrelasie meganismes wat risiko en betroubaarheid oorheers. Hierdie insig sal projekbestuurders in staat stelom kritieke gebiede wat projek prestasie kan affekteer beter te verstaan, om hulle aandag daarop te fokus, om teenmaatreël-strategieë te ontwikkel en hulpbronne toe te ken vir die optimale bestuur van projek risiko.