THE APPLICATION OF EARNED VALUE MANAGEMENT TO MANAGE PROJECT COSTS WITHIN THE SOUTH AFRICAN MUNICIPAL INFRASTRUCTURE SECTOR

D Pillay, H Steyn, J Sommerville

If not managed properly, the cost of South African municipal infrastructure projects could represent a major financial burden on the country’s fiscus. Cost management on these projects is therefore a significant parameter that needs to be managed appropriately. Earned Value Management (EVM) is a control tool that integrates project budget and schedule in a single monitoring and control mechanism that has potential to improve overall project performance in this sector. However, it is necessary to first investigate factors that would lead to increased acceptance of EVM within the sector.
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THE IMPACT OF A CALL CENTRE ON COMMUNICATION IN A PROGRAMME AND ITS PROJECTS

Taryn Jane Bond-Barnard, Herman Steyn, Inger Fabris-Rotelli

Call centres are increasingly being utilised in public sector programmes to facilitate and manage communication between numerous stakeholders. Yet, the impact of call centres on projects has not been investigated. This paper reports on a survey with 92 respondents that assessed the impact of a call centre for a repair and maintenance programme. An empirically verified model is presented to illustrate the relationship between call centre communication and project performance.
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KNOWLEDGE MANAGEMENT IN PROJECT ENVIRONMENTS

Knowledge management is widely acclaimed to be a source of considerable financial advantage for organisations. Various authors realise that project environments could also benefit from the creation and re-use of knowledge, including from the lessons learned that should be documented during project close-out. Projects face specific challenges (limited time spans, changing and dispersed teams) and the reduction of project risk, time and cost through knowledge management, may well prove worthwhile.

This paper reviews the literature on knowledge management, both in organisations in general and in project environments specifically. A framework for knowledge management is derived from literature. The paper also reports on an investigation of knowledge management practices in four cases within a single South African business environment.
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PROJECT MANAGEMENT MATURITY AND PROJECT MANAGEMENT SUCCESS IN THE ENGINEERING AND CONSTRUCTION INDUSTRIES IN SOUTHERN AFRICA

Abstract

Previous studies have attempted to determine how the success of South African IT projects related to the project management maturity of the organisations that executed the projects. The study reported in this article was conducted during 2010 in the engineering and construction sectors. This paper reports on a structured questionnaire distributed to 1,625 individuals mainly in the South African engineering and construction industries.
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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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