PROJECT MANAGERS EMPLOYED IN FACILITY MANAGEMENT

Project managers work in a large variety of different industries of which Construction and IT are frequently mentioned, but Facility Management (FM) is an area that also employs many project managers. The FM discipline involves the management of existing buildings and equipment of organizations over the entire economic spectrum and the whole lifecycle of a facility. Facility managers can be seen as operations managers and project managers that specialize in the management of facilities of all organizations that own or use facilities, especially facilities in the built environment. They ensure that the facility contribute optimally to the strategic goals of the organization.
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CONCURRENT PROJECTS: HOW MANY CAN YOU HANDLE?

H. Steyn & R. Schnetler

The number of projects a person can handle simultaneously is a relevant factor in strategic planning and in project portfolio management. Internationally the de facto standard seems to be that a person should not work on more than two or three projects simultaneously; but several factors could influence this figure. Empirical evidence indicates that, in some South African sectors, people tend to work on many more than two or three projects simultaneously. In this paper, factors that influence the number of projects a person can work on are identified so that they can be investigated in further studies.
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COMPARISONS BETWEEN AND COMBINATIONS OF DIFFERENT APPROACHES TO ACCELERATE ENGINEERING PROJECTS

Herman Steyn

In this paper traditional project management methods such as PERT and CPM as well as fast tracking and systems approaches viz. concurrent engineering and critical chain are reviewed with specific reference to their contribution to reduce the duration of the execution phase of engineering projects. Each of these techniques has some role to play in the acceleration of project execution. Combinations of approaches are evaluated by considering the potential of sets consisting of two different approaches each.
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FACTORS INFLUENCING THE SUCCESS OF CROSS-BORDER PROJECTS IN AFRICA: A CASE STUDY OF TEN PROJECTS

Rajeshree Moodley, Herman Steyn and Taryn Jane Bond-Barnard

Africa's economic growth depends on direct foreign investment, primarily through global projects. However, literature on success factors for global/cross-border projects in Africa is non-existent. This paper reports on a study of ten projects, with a combined value of US$680 million, executed by a South African company in six other African countries. Best practices and success factors for cross-border projects were investigated, using a modified nominal group technique, a Delphi survey and thematic analysis.
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Accreditation

Delegates who successfully complete the PPM and comply with the related assessment criteria are awarded certificates of completion by the University of Pretoria.

The PPM is recognized by the following:

PMI (Project Management Institute) – USA

ECSA (Engineering Council of SA)

SACPCMP (South African Council for the Project and Construction Management Professions)

SACNASP (South African Council for Natural Scientific Professionals)

PMSA (Project Management South Africa)

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Contact Information

Ntsako Baloyi
Ntsako Baloyi
+27 (0)12 434 2603
Mobile: +27 (0)67 020 5053
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Patricia Mphane
Patricia Mphane
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Professor Herman Steyn
Professor Herman Steyn
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