EFFECT OF SCOPE READINESS ON CAPITAL PROJECTS IN MINING: A NAMIBIAN CASE STUDY

T.S. Kagogo, H. Steyn

Abstract
Although project scope definition is regarded as a key element in successful project management, research on the subject is sparse. This paper investigates the relationship between project scope readiness and project performance in the Namibian mining industry. A survey was done on ten projects from seven Namibian mining companies, using the project definition readiness index (PDRI) tool as a scope definition indicator, while cost and schedule performance were used as performance indicators.
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INHIBITORS TO THE TRANSFER OF KNOWLEDGE GENERATED ON PROJECTS: A CASE STUDY WITHIN A CONSTRUCTION COMPANY

R Louw, H Steyn, C van Waveren

Abstract
Several studies indicate the value of knowledge management in improving organisational performance. While the benefits of effective knowledge management are undeniable, literature suggests that, due to the temporary nature of project teams, knowledge is generally not managed efficiently by project-based organisations.
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EXPLORING PROJECT-RELATED FACTORS THAT INFLUENCE LEADERSHIP STYLES AND ITS EFFECT ON PROJECT PERFORMANCE

Suzaan Pretorius, Herman Steyn and Taryn J. Bond-Barnard

It is widely accepted that project leaders should adapt their behaviour to meet the unique leadership demands of a variety of situations. Recently, vertical and shared (horizontal) leadership has gained prominence, especially in project management literature. Several factors are believed to play a role in determining an appropriate balance between these two leadership styles. This study explores the influence of project types, the stage in the project life cycle, organisational project management maturity and the level of trust and collaboration between project team members on the appropriate balance of leadership styles in projects.
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EXPLORING THE USE OF COMPUTER MEDIATED VIDEO COMMUNICATION IN SOUTH AFRICAN ENGINEERING PROJECTS

I.P. Meyer , T.J. Bond-Barnard, H Steyn, J Jordaan

It is widely accepted that project leaders should adapt their behaviour to meet the unique leadership demands of a variety of situations. Recently, vertical and shared (horizontal) leadership has gained prominence, especially in project management literature. Several factors are believed to play a role in determining an appropriate balance between these two leadership styles. This study explores the influence of project types, the stage in the project life cycle, organisational project management maturity and the level of trust and collaboration between project team members on the appropriate balance of leadership styles in projects.
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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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