CRITERIA FOR SELECTION AND GATE REVIEWS OF TECHNOLOGY INNOVATION PROJECTS

B. Binneman and H. Steyn

Abstract

This paper describes appropriate project selection criteria and gate review-point criteria for government agencies that fund technology innovation projects in South Africa. Data was gathered via a Delphi survey in which seven expert respondents participated. The most significant project selection criteria and relevant gate reviewing criteria were established. The proposed basic framework consists of fourteen selection criteria, their associated weights, and forty relevant gate reviewing criteria. Commercial risk and feasibility was considered the most important criterion, followed by the team’s skills and competence in second place.
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PROSPERUS REPORT - THE AFRICAN EDITION

Project Management South Africa, December 31, 2013

Authors: Carl Marnewick, Les Labuschagne, Herman Steyn, Mariki Eloff, Dr Peter Tobin

Despite the facts that projects are indispensable for economic development, and that corporate and national strategies are implemented by way of projects, the success rate of projects remains dubious. Project management maturity of organizations is normally measured on a 5-point scale that ranges from Level 1 (little or no formal process) to Level 5 (optimized processes; measured and continually improved upon). The Prosperus Report 2008 described the results of an extensive survey that determined the organizational project management maturity in South African IT organizations, as well as the success of the related IT projects.
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ESTABLISHING PROJECT MANAGEMENT GUIDELINES FOR SUCCESSFULLY MANAGING RESETTLEMENT PROJECTS

W.J. Human and H. Steyn

Although millions of people globally are displaced annually, resettlement has a poor history for achieving the objective of leaving people who are resettled ‘no worse off after project implementation than before’. While excellent guidelines and policies for resettlement have been established, resettlement/displacement projects still do not succeed in resettling affected peoples in a way that they are eventually better off. Consensus was reached by a Delphi panel of experts on a set of guidelines for resettlement projects. It is proposed that, supplementing the existing frameworks and guidelines for resettlement with well-established project management principles - including a phased project management approach - the chances of executing a resettlement project successfully are much higher.
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THE PROGRAMME BENEFITS OF IMPROVING CROSS-FUNCTIONAL COMMUNICATION IN ITS PROJECTS USING A CONTACT CENTRE

Taryn Jane Bond-Barnard and Herman Steyn

A contact centre (a.k.a. call centre) is used to facilitate and manage communication in a South African national programme to repair government infrastructure. An important question is how the contact centre benefits the programme and its projects. This study discusses the findings from a survey which quantified the realised programme benefits when the communication between team members in a programme was improved by utilising a contact centre.
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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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