Ad hoc Articles

29 May 2019

Theophelus Kagogo & Herman Steyn

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. Support was found for the proposition that readiness of project scope definition improves schedule performance, but the relationship between the PDRI score and cost performance was less conclusive.
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09 November 2018

Willem Louw, Jan Wium, Herman Steyn & Wim Gevers

Abstract

The importance of the sponsor role, including its contribution to the success or failure of a project, is widely recognised in the project management literature. References to the sponsor’s leadership, and the substantial component it represents in the profile of the sponsor, are equally prevalent in the literature reviewed. A megaproject is a large-scale, complex venture that typically costs US$1 billion or more, takes many years to develop and build, involves multiple public and private stakeholders, is transformational, and influences millions of people. Executive sponsors are primarily allocated to projects of strategic importance that are complex, carry a considerable degree of risk, and are very visible. A megaproject is thus entitled to a sponsor from the executive (most senior) ranks within an organisation.
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09 November 2018

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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31 August 2018

Brighton Tshuma, Herman Steyn & Corro Van Waveren

Abstract
Projects are unique, temporary structures that produce unique knowledge. For organisations to gain competitive advantage, this knowledge needs to be transferred effectively between projects. Knowledge transfer across projects is thus an important and decisive competitive factor. However, project teams typically focus on short-term project goals, and often fail to regard capturing and transferring project knowledge between projects as important for the long-term benefit of the organisation. This theoretical study argues that Project Management Offices (PMOs) play an important role by supporting and facilitating the flow of knowledge between projects
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13 December 2017

Suzaan Pretorius, Herman Steyn & 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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11 August 2017

M.C. Smit, T.J. Bond-Barnard, H. Steyn & I. Fabris-Rotelli

Background: Project management success used to be measured solely in terms of efficiency metrics such as scope, cost and time; however, there are proposals that more attention should be paid to process-related performance factors such as communication. The advent of email has significantly impacted the way the world communicates.

Objectives: This study investigates the preference of email communication relative to other communication mediums in project environments and the effect of email communication on feelings of stress and overload in the workplace.
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01 January 2017

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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06 December 2016

L. Bell, C.C. van Waveren & H. Steyn

This paper examines mechanisms to use lessons learned on individual projects within an organisation. A Delphi study highlighted the organisation’s responsibility for incorporating knowledge from projects into a project management methodology. Knowledge from a project should be transferred through a centralised knowledge management function that should evaluate codified knowledge within the context in which it was generated, determine how the knowledge should be used, and maintain the explicit knowledge database and the knowledge flow process.
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12 August 2016

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

Globally-expanding organisations, trying to capitalize on distributed skills, are increasingly using virtual project teams to shorten product development time and increase quality. These virtual teams, distributed across countries, cultures and time zones, are required to use faster and better ways of interaction. Past research has however shown that virtual teams using computer mediated communication (CMC) instead of face-to-face communication are less cohesive as they struggle with mistrust, controlling behaviour and communication breakdowns.
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30 June 2016

Taryn Bond-Barnard, Lizelle Fletcher & Herman Steyn

Growth in computer-mediated communication (CMC) technologies such as instant messaging (IM) and video conferencing (VC) has led to a need to explore the utilisation and influence of these tools on the quality of project communication, which must still be established. This article reports the results of a survey conducted among 210 project practitioners using CMC in various industries to determine how, why and what each medium is used for, and how these media influence factors that promote quality communication. Some results showed that the use of both instant messaging and video conferencing in projects is moderate.
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10 May 2016

Jaco van der Linde & Herman Steyn

Depending on the specific needs of the host companies, Project Management Offices (PMOs) are created and mandated for different reasons. As a result of varying mandates and functions of PMOs, there is no agreed upon method to determine the value of a PMO. By studying a case of an organization that recently implemented a PMO, this paper provides some insight on ways to determine the value of a PMO. Three new methods of determining the value of PMO are proposed.
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10 May 2016

Ntokozo H. Nkiwane, Werner G. Meyer & Herman Steyn

Abstract
With large infrastructure backlogs in Africa, well-controlled projects will play a significant role in African infrastructure development. In this paper, the monitoring and/or directive use of Earned Value Management (EVM) is investigated and linked to project management maturity. This case study also investigates the use of EVM based on the financial and schedule risk distribution among project role players, and the effect of EVM on project performance. The results show minimal use of EVM in the directive control of projects; at best, the directive use of EVM is found to be implied rather than deliberate and methodical.
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