Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: This study project deals with an investigation into the development for, and achievement
of, project management best practices in the City of Cape Town. It is a fact that the
average ratepayer expects to receive more and better services for less money. This will
only be achieved if the organization can work more efficiently and provide more effective
services to the communities.
To be able to deliver these improved services at lower cost, the City of Cape Town
needs to implement the Integrated Development Plan (lOP) and the programmes
attached thereto through a project management approach; with the projects grouped
within each program, in a matrix organization structure that will enable for the successful
execution of projects that cut across multiple functions. A matrix organization can only
be successful if everybody in the organization understands the concept and if functional
managers are willing to share their resources and functional (subject) knowledge with
project managers.
The process to establish a project management methodology can be supported by a
central project management office, headed by a professional project manager with
sufficient authority within the organization. If the organization is serious about the
successful execution of its lOP commitments and all its projects, then the central project
management office will have to facilitate the development to project management
maturity by being the focal point for the consistent application of project management
processes and methodologies. The central project management office can support decentralized project management
offices in the areas of activity, to ensure uniform standards and practices throughout the
organization and to take responsibility for project management training in the
organization.
A project management best practices questionnaire was sent to people that deal with
projects in the organization. The results indicated that there are many areas that require
very urgent (immediately) and urgent training (within the foreseeable future) to be able
to change the organization from a pure functional organization to a matrix organization.
The custodian for this training must be the central project management office in the
organization. This whole process needs to be implemented in a structured way with
sufficient budget and resources provided for. Professional assistance needs to be
sourced to ensure that the project management methodology is implemented correctly. / AFRIKAANSE OPSOMMING: Hierdie werkstuk het ten doel gehad om 'n ondersoek te doen na die ontwikkeling vir, en
die bereiking van, beste praktyke vir projekbestuur in die Stad Kaapstad. Dit is 'n feit dat
die gemiddelde belastingbetaler verwag om meer en beter dienste te verkry vir minder
geld. Dit sal alleenlik bereik kan word indien die organisasie meer effektief kan werk en
meer doeltreffende dienste aan die gemeenskappe kan lewer.
Om in staat te wees om die beter dienste teen laer koste te lewer moet die Stad
Kaapstad die Geïntegreerde Ontwikkelingsplan (GO) en die programme daarmee
verbind implementeer d.m.v. 'n projekbestuurbenadering; met elke program gegroepeer
in projekte, geïmplementeer binne 'n matriks organisasiestruktuur, ten einde die projekte
wat meervoudige funksies raak suksesvol te kan afhandel. 'n Matriks organisasie kan
alleenlik suksesvol wees indien almal in die organisasie die konsep verstaan en indien
die funksionele bestuurders bereid sal wees om hulle hulpbronne en funksionele (vak-)
kennis te deel met die projekbestuurders.
Die proses om 'n projekbestuurmetodologie te vestig moet die ondersteuning van 'n
sentrale projekbestuurkantoor hê, bestuur deur 'n professionele projekbestuurder met
die nodige gesag in die organisasie. Indien die organisasie ernstig is om die
Geïntegreerde Ontwikkelingsplan suksesvol te voltooi, asook al die projekte, sal die
sentrale projekbestuurkantoor die ontwikkeling van projekbestuurkundigheid tot
volwassenheid moet fasiliteer deur die sentrale fokuspunt te wees vir die konsekwente
aanwending van prosesse en metodologieë. Die sentrale projekbestuurkantoor kan die gedesentraliseerde projekbestuurkantore
ondersteun in die areas om te verseker dat eenvormige standaarde en praktyke regdeur
die organisasie in gebruik is en om verantwoordelikheid te neem vir
projekbestuuropleiding in die organisasie.
'n Projekbestuur beste-praktyke vraelys was uitgestuur aan mense wat by projekbestuur
betrokke is in die organisasie. Die resultate het aangedui dat daar baie areas is wat baie
dringende (onmiddellik) en dringende (binne die afsienbare toekoms) opleiding benodig
om die organisasie in staat te stel om te verander van 'n oorwegende funksionele
organisasie na 'n matriks organisasie. Die voog vir die opleiding moet die sentrale
projekbestuurkantoor wees in die organisasie. Hierdie hele proses moet op 'n
gestruktureerde basis geïmplementeer word met voldoende begroting en hulpbronne.
Professionele hulp moet ingebring word om te verseker dat die projekbestuurmetodologie
reg geïmplementeer word.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/49842 |
| Date | 12 1900 |
| Creators | De Villiers, Wildre Ewin |
| Contributors | Brown, C. J., Stellenbosch University. Faculty of Economic & Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | English |
| Type | Thesis |
| Format | 117 p. |
| Rights | Stellenbosch University |
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