Magister Commercii (Information Management) - MCom(IM) / The aim of this study is to investigate why the implementation of Enterprise Architecture (EA)in the Provincial Government of the Western Cape (PGWC)adopted in 2006,failed to be ineffective to address application duplication.

The key mission of a defence force is the ability to execute successful operations. If it is unable to do this, it is only a liability to the nation, and its right to exist ceases. The White Paper on defence requires the South African National Defence Force (SANDF) to be an affordable, small and technologically advanced force. The engineering technical family (ETF) is an integral part of this organisation and must contribute to its success. This study investigates how the ETF can enable the SANDF to be both successful and meet the requirements of the White Paper on defence. The success factors of a defence force are assumed to be based on the thirteen principles of war defined for the SANDF. This study proposes the ETF's contributions to the principles of war to increase the success of operations. The profiles of artisans, technicians, technologists and engineers, which are members of the ETF, are defined in terms of their technical and concomitant competences. This determines their roles. The ETF's competences are mapped to the requirements of the weapon systems during their life-cycle phases. This finding determines the mix of the ETF required over a typical weapon system's life. The strategy for aligning the ETF effort with the SANDF's core business is then developed. The ETF is divided into the technical services who ensure the readiness of weapon systems for the war-fighters, and the engineering services that change the baselines of the weapons systems to meet the changing demands of the the environment. Copyright 2001, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: Blyth, DH 2001, An Alignment Strategy for SANDF Engineering Programmes , MBA dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-03202002-122729 / > / Thesis (MBA)--University of Pretoria, 2003. / Graduate School of Management / unrestricted

South Africa’s hosting of the 2010 FIFA World Cup™ came at a time when the position as host of a high-profile mega-event has become a sought-after status for countries worldwide. Not only do these events hold the promise of extensive triple-bottom-line legacies, but they also offer an extremely powerful destination marketing platform. However, no destination is guaranteed success and sustainable competitiveness by being offered the once-off opportunity to host a major international event. This study focuses on the ways and measures in which mega-events can contribute to destination competitiveness in its entirety as depicted in a popular model of tourism destination competitiveness. Existing literature on destination competitiveness and mega-events, as well as comparative case studies of recent mega-events were explored to furnish a set of apparent key success factors for the sustainable hosting of mega-events. This set of factors was then tested within a case study context through the collection of primary and secondary qualitative data. Industry experts from both the tourism and events industries in the City of Tshwane were interviewed on the eve of the 2010 FIFA World Cup™. In addition, strategic documents and other secondary data were investigated to form an understanding of the role of the event as a potential catalyst for destination development. The City’s competitiveness was evaluated before the event, and compared to an evaluation of its perceived competitiveness as a result of the event. Based on the findings, a set of five critical success factors was developed. It includes the need to address eventsm as a strategic destination priority; effective stakeholder identification and role clarification; resource management for the event; alignment of the event strategy with the overall destination marketing strategy; and pro-actively addressing environmental issues. These factors are presented within a timeframe before, during and after the actual event. Through the proposed framework, it may be possible to manage the hosting of events in such a way as to contribute to sustained, holistic competitiveness of the host destination; ensuring alignment with the overall destination marketing and management strategy. / Dissertation (MCom)--University of Pretoria, 2011. / Tourism Management / unrestricted

The purpose of this research is to explore project success factors and freelance marketplace characteristics that are critical to the success of software development projects on freelance marketplaces, while identifying important metrics to measure the success of software development projects on freelance marketplaces. This exploratory study is done from the point of view of the software development services buyer. Three methodologies were developed for the purpose of this research. First, a methodology for the definition of the freelance marketplace concept and the delimitation of the field of study was followed. Second, a methodology for sourcing opinions from blogs and self-published articles was created to mine information to complement the scant specialized literature on the subject of freelance marketplace characteristics and freelance marketplace project success factors. Third, a survey methodology was used as the main data collection instrument. The findings suggest that freelance marketplaces play the role of enabler of project success factors. The most important success factors are focused on product quality, project efficiency factors, cost control factors, and qualifications of the buyer. The most important metric to measure the success of software development projects on freelance marketplaces was quality in use.

Main goal of this master thesis is analysis of success factors of companies applied to the company Gumotex a.s. The analysis of success factors will be based on INFA methodology. With this methodology I will identify main factors influencing performance of the company Gumotex. I will continue with finding main competitiveness drivers of this company, which influence above mentioned factors influencing company performance. Next step of my analysis will be prediction of these competitiveness drivers and calculation of their impact on company´s future performance. Results of my analysis will be summed up in the conclusion - what are the most important success factors and competitiveness ´drivers of the company Gumotex, and results of prediction of future performance done by prediction of its competitiveness drivers and knowledge of influence of these drivers.

In the past two decades, a need in forming strategic alliance has become increasingly important, especially for small companies. Likewise, airline alliances act as a vehicle for small carriers to obtain their superior position or to survive competition in a competitive international market where they do not appear to be a dominant player. In strategic alliances, the greater integration conveys greater benefits. However, the level of failure and success are varied among alliance members. This thesis was underpinned by the aim to conduct an in-depth study under the concept of organisational culture to reveal the key issues and barriers that appear to distort the ability of an organisation to foster success as well as to boost up its ability to obtain the benefits from the alliances to the maximum level.The empirical investigation employed a qualitative approach as a mechanism, driving this thesis through the process of research design, data collection, and data analysis. Using a single case study as a main technique, the case company of this thesis is Thai Airways. Data was collected through in-depth and semi-structured interviews. Data was analysed using thematic grouping and organised through NVIvo software.This thesis displayed the findings into two main themes. The first theme is associated with the activity to diagnose organisational culture, whereas the Competing Values Framework (CVF) was adopted as an initial framework. The main objectives are to develop a cultural profile for Thai Airways and to identify the key issues and barriers that distort the ability of Thai Airways to foster success. The key finding derived from this theme offered the identified problems and barriers derived from organisational culture. Using the Critical Success Factors (CSFs) method, the second theme is associated with the activity to identify the critical success factors for Thai Airways, deriving as a set of CSFs proposed to help enhance the ability of Thai Airways to obtain big firm's benefits. The outcome of this thesis could be considered as a new reference for the areas of organisational studies and the success of airlines, where the literature appears to be limited. More importantly, this thesis believed that the research journey offered an empirical experience reflecting a piece of organisational culture study in a non-Western context.

No contexto da gestão de projetos surgiram novas abordagens com o objetivo de acompanharem mudanças no ambiente de negócio com agilidade e gerando assim resultados inovadores no desenvolvimento de novas tecnologias, produtos e serviços. O Gerenciamento Ágil de Projetos (GAP) surgiu a partir da união de alguns princípios e valores, os quais têm como principal diferencial das demais abordagens em gestão de projetos o foco nos indivíduos. Considerando esse foco, é necessário evidenciar quais fatores podem estar associados ao sucesso de implementação do GAP para a obtenção da agilidade e de resultados inovadores. Dessa forma, o objetivo geral do presente estudo é identificar os fatores de sucesso do gerenciamento ágil de projetos e de que maneira podem contribuir, através das práticas do gerenciamento ágil, na obtenção da agilidade e resultados inovadores em projetos. Os objetivos específicos são: (i) identificar as práticas, fatores de sucesso, indicadores e ferramentas do gerenciamento ágil de projetos evidenciados na literatura; (ii) identificar a importância desses fatores de sucesso para determinar a agilidade e facilitar a inovação; (iii)identificar as práticas associadas aos fatores de sucesso evidenciados no presente estudo entre profissionais da área; (iv) caracterizar e estruturar uma estrutura de implementação do gerenciamento ágil de projetos com base nos fatores de sucesso identificados em uma empresa de serviços. Para responder a cada um dos objetivos apresentados, o presente trabalho foi estruturado na forma de três artigos, associados a cada um dos objetivos específicos apresentados. Assim, o trabalho foi composto por uma revisão sistemática de literatura (Artigo 1), uma pesquisa do tipo survey (Artigo 2) e um estudo de caso (Artigo 3). O primeiro artigo identificou os fatores de sucesso, assim como as práticas, indicadores e benefícios do GAP. No segundo artigo, selecionou-se seis fatores de sucesso relacionados ao foco nos indivíduos (autonomia, coordenação, colaboração, comunicação, flexibilidade e aprendizado contínuo) e após verificou-se a importância de cada um deles para a determinação da agilidade e facilitação para a geração de resultados inovadores. Já no terceiro artigo foi realizado um estudo de caso, composto por entrevistas em profundidade com profissionais com experiência em GAP para obter um diagnóstico da área de projetos de uma empresa de serviços. O resultado final foi a caracterização e estruturação de uma estrutura de implementação para a empresa em estudo. Os resultados da presente dissertação não podem ser generalizados, entretanto, procuram esclarecer alguns elementos associados ao sucesso do Gerenciamento Ágil de Projetos, servindo como um guia para próximos estudos. / In the context of project management, new approaches emerged aiming to monitor changes in the business environment with agility and generating innovative in developing new technologies, products and services results. The Agile Project Management (APM) arose from the union of some principles and values, which have in the focus on individuals the main difference from other approaches in project management. Given this focus, it is necessary to show which factors may be associated with successful implementation of GAP to obtain the agility and innovative results. Thus, the overall goal of this study is to identify the success factors of agile project management and how they can contribute, through the practices of agile management in achieving results in agility and innovative projects. The specific objectives are: (i) identify practices, success factors, indicators and agile management tools highlighted projects in the literature, (ii) identify the importance of these success factors to determine the speed and facilitate the generation of innovation results; (iii) identify practices associated with the success factors highlighted in this study between professionals; (iv) characterize a format and structure for implementation of agile project management based on the success factors identified in a service company. To answer each of the objectives presented, this paper was structured as three items associated with each of the specific objectives presented. Thus, the work was composed of a systematic literature review (Article 1), a research -type survey (Article 2) and a case study (Article 3) . The first article identified the success factors as well as the practices, indicators and benefits of GAP. In the second article, we selected six success factors related to the focus on individuals (autonomy, coordination, collaboration, communication, flexibility and continuous learning) and after it was found the importance of each in determining the agility and facilitation for generating innovative results. In the third article, a case study, consisting of interviews with professionals with experience in GAP for a diagnosis of the project area of a service business was conducted. The end result was the characterization and structure of a format implementation for the company under study. The results of this dissertation can’t be generalized, however, seek to clarify some elements associated with successful Agile Project Management, serving as a guide for future studies.

The concept of gamification has various areas of applications as a mechanism for creating motivation and engagement to behavioral change. However, there is a gap in current literature regarding guidelines for implementing gamification, leading to uncertainty and approaches of trial-and-error. To address this issue the purpose of this study was to increase understanding of the challenges and success factors when implementing gamification to create empirically validated guidelines in the form of a structured model. Two research questions were formulated: what are the significant challenges and success factors when implementing gamification? And how should managers act when implementing gamification? To answer the research questions, case studies of 13 ongoing or completed gamification projects was conducted. The data consisted of 20 semi-structured interviews with key individuals, primarily project managers within the selected projects. The data was analyzed through thematic analysis and relevant themes and dimensions were created, forming the back bone of the following structured model. This study identified four challenges during implementation of gamification relating to complications of stakeholder’s management, lack of end user support, lack of knowledge and understanding and lack of sufficient resources. In contrast, the four identified success factors were relating to favorable organizational environment, high intrinsic motivation, customizable gamification applications and high end-user involvement.  Also, this study resulted in a phase model describing what managerial actions should be taken when implementing gamification in three different phases: design, integration and operation. The actions in the design phase are: involve end-users early on, upper management involvement and ensuring sufficient resources, in the integration phase: ensure end-user involvement, development of technical platforms and evaluation and adjustment activities, and in the operational phase: create acceptance of end-users, balance individual and team based achievements and fine tune cooperation vs competition. The phase model can be used as a practical tool, explaining how managers in organizations should act on overcoming the significant challenges and utilizing significant success factors, thereby reducing uncertainty and need of trial-and-error when implementing gamification. By offering a phase model as well as insight of significant challenges and success factors, the current weakness of lack of solutions for integration for gamification in organizations is mitigated. For further studies, extensive single-market or exhaustive research on diverse markets are suggested to find stronger relations and patterns based on the initial work presented in this study. Also, testing the validity of the suggested phase model in actual business settings should be included in future studies.

Záměrem této práce je analyzovat nové praktiky používané při plánování marketingových kampaní. Zřetel je dán zejména na použití internetu a sociálních sítí, které zaznamenávají v posledních letech značný růst počtu uživatelů. Navíc například oproti televizním kampaním, náklady na ně jsou podstatně nižší. Jak si na tom tedy stojí internetové kampaně a je vůbec internetová kampaň úspěšná? Tato otázka je jedním z hlavních témat, kterými se bude práce zabývat. Další částí bude analýza význačných a originálních kampaní, které přispěli k dalšímu vývoji užívání nových médií.

Diplomová práca analyzuje potenciálne možnosti vstupu už existujúcej slovenskej firmy na zahraničný trh. Cieľom je porovnanie možnosti expanzie firmy do členského štátu Európskej únie so štátom mimo Európskej únie a výber najvhodnejšej z nich. Poznatky z odbornej literatúry uvedené v teoretickej časti práce, predstavujú nevyhnutný základ pre výber vhodných nástrojov a analýz k vypracovaniu analytickej časti. Posledná časť práce je venovaná konkrétnym návrhom riešení, ktoré vedú k dosiahnutiu stanovených cieľov.