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K.-H. Rutsch, P.J. Viljoen & H. Steyn.

Project selection and the development of a portfolio of projects in line with corporate strategy is an important task of managers of research units. The projects selected have to meet the appropriate time frame for completion and delivery, a suitable risk profile and other distinct factors in order to pursue corporate objectives successfully. The authors believe that R&D project portfolio selection approaches required or applied in the process industry differ from the approaches used for selecting new product development projects, on which most literature is focused.
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D. Nhubunga, H. Steyn & S. Pretorius

Project sponsors play significant roles at the stage gates of project life cycle models (PLCMs). However, research on the roles that sponsors play at stage gates, and the attributes required of the sponsor, are sparse.

This study investigated the roles played by government and municipal sponsors at the PLCM stage gates of a water utility, and identified the attributes that the sponsor should have as well as the challenges they face. A case study approach was employed, and semi-structured interviews were conducted with relevant stakeholders.
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Brighton Tshuma, Cornelis Cristo van Waveren & Herman Steyn

Abstract
Project management offices (PMOs) play both mediating (facilitating) and moderating (supporting) roles in knowledge transfer (KT) between projects. The mediating role of the PMO has been addressed elsewhere while this article investigates the supporting role of the PMO in the transfer of tacit and explicit knowledge. The article thus contributes to the scant literature on the supporting role of PMOs in KT. Cases of five PMOs were investigated through 15 semi-structured interviews and three KT enablers were identified namely:
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S. Pretorius, H. Steyn & T.J. Bond-Barnard

Abstract
With increasing ‘projectification’ of organizations, the relationship between project management maturity and project success is likely to become more pertinent. However, consensus on this relationship is lacking. This paper investigates the relationship between project management maturity levels and project success. Purposive sampling was used to distribute an online, structured questionnaire and, for economic reasons, it was decided to stop the survey when 600 responses were received.
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H.K. Mittermaier & H. Steyn

Despite the current economic climate, the South African mining and engineering industry is experiencing a very promising future, with a large number of capital projects in the offing. It is inevitable that pilot plant development will form part of this future as a risk mitigation technique. This study found that, even though the terms pilot plant and project management maturity are familiar within the industry, no link between these two could be found in the literature. A number of maturity models exist; and one developed by PMSolutions was selected to perform an assessment of the current level of project management maturity within the South African mining and engineering industry pertaining to the development of pilot plants.
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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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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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Rajeshree Moodley, Herman Steyn & 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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S. Pretorius, H. Steyn & T.J. Bond-Barnard

Abstract
Currently, many organisations experience challenges as a result of uncertainty, fast-changing environments, globalisation, and increasingly complex work tasks. In order to adapt to these challenges, a shift in leadership style may be needed. Traditionally, leadership has been seen as a vertical relationship (top-down influence). For a number of decades, this vertical leadership model has been the principal one in the leadership field.
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Brighton Tshuma, Herman Steyn & Cornelis Cristo van Waveren

Purpose – This article describes advances in the study of knowledge transfer (KT) in project-based organizations (PBOs). Project management offices (PMOs) have both a moderation role and a mediation role to play in KT between projects. In order to improve KT between projects, this paper explores the mediation role of the PMO in the transfer of knowledge with different levels of articulability. The aim is to improve the usability of transferred knowledge.
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Michiel C. Bekker & Herman Steyn

Since the turn of the 20th century the use of the concept ‘project governance’ has gained popularity in both practical application and academic research. With the principles of ‘corporate governance’ firmly and successfully established in the corporate environment the diversification of these principles into other areas of organisational interaction, notably project management, was eminent. This paper provides a brief overview of how ‘project governance’ was defined, how a Concept Project Governance Framework (CPGF) was derived and how the principles were applied and evaluated.
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Willem Louw, Herman Steyn, Jan Wium & Wim Gevers

Abstract

Purpose – Executive sponsors play a significant role in the success of megaprojects which, in turn, affect national economies and millions of people. However, the literature on the requisite attributes of project sponsors on megaprojects is still sparse. The purpose of the paper is to provide guidelines to company boards and executives who are tasked to appoint suitable executive sponsors to megaprojects. Thus, the paper contributes to the sparse literature on megaproject sponsors.
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Accreditation

The PPM is recognized by the following:

  1. PMI (Project Management Institute) – USA and Globally
  2. ECSA (Engineering Council of SA)
  3. SACPCMP (South African Council for the Project and Construction Management Professions)
  4. SACNASP (South African Council for Natural Scientific Professionals)
  5. PMSA (Project Management South Africa)

On successful completion of the PPM, suitable candidates may be eligible to apply for the professional designation of Project Manager (PM) conferred by Project Management South Africa (PMSA). PMSA is the SAQA recognized professional body representing the interests of project managers across sectors.

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Simbulele Mtshotane

Course Coordinator

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Mpolokeng Rammutloa

Programme Manager

Prof Herman Steyn

Course Leader

All Academic Matters
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