Can project managers do it alone?: the role of total project leadership on project success
- Authors: Mangqalaza, Qaqambile
- Date: 2012
- Subjects: Project managers , Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8802 , http://hdl.handle.net/10948/d1017029
- Description: The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.
- Full Text:
- Date Issued: 2012
- Authors: Mangqalaza, Qaqambile
- Date: 2012
- Subjects: Project managers , Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8802 , http://hdl.handle.net/10948/d1017029
- Description: The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.
- Full Text:
- Date Issued: 2012
Stakeholder management for urban development projects in South Africa
- Authors: Mgemane, Lesley Musa
- Date: 2012
- Subjects: Economic development projects -- South Africa , Project management , City planning -- South Africa , South Africa -- Economic conditions
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:9014 , http://hdl.handle.net/10948/d1018588
- Description: The study arose from a research issue that is both practical and theoretical. The apparent challenges of a stakeholder management nature in the execution of urban development projects in South Africa led to the conception of the study. However, the most compelling need for the study was the theoretical gap – in the urban development theory, in the projects theory, and particularly in the stakeholder management theory – on the management of stakeholders in the South African urban development projects. As a result, the value of the study is both managerial and scholarly. The urban development concept is understood to be referring to the development of urban areas for the purpose of improving the quality of life in the cities, and the development of the infrastructure to enable economic growth. Urban development projects, as vehicles for accomplishing urban development, are important for a newly industrialised economy (NIE) like South Africa. Also, as a result of the political past – in the form of a systematic preferential development based on racial segregation by the previous government, and the two decades of subjection of South Africa to economic and cultural isolation by the international community – South Africa has a huge backlog with regard to the two general purposes of urban development: social progress and economic progress. Consequently, urban development projects in South Africa are very critical and important, particularly for geopolitical and socio-economic reasons. Judging by the extensive negative media coverage, many of the South African urban development projects demonstrate poor stakeholder management. The list of urban development projects that have experienced stakeholder related challenges in South Africa is endless: the Johannesburg BRT project, the Gauteng Freeway Improvement project, the Transnet multi-product pipeline-construction project, the Chapman’s Peak toll-road project, the Kusile and Medupi power stations construction projects, are some examples. The project management profession and body of knowledge view stakeholder management in a serious light, actually a failure in adequately implementing stakeholder management in a project is tantamount to a failure of the project itself. There is also a consensus among numerous researchers that there is a general lack of knowledge for project managers on how to manage stakeholders, particularly external stakeholders. Stakeholder management is a poorly understood and, usually a very badly implemented project management discipline. Managing projects in Africa, and by inference in South Africa, can be particularly complex – given the involvement of multiple stakeholders and their historical, geopolitical, economic relationships, and cultural differences. The study set out to develop a framework to improve the management of stakeholders in urban development projects – by investigating the critical success factors that have an influence on stakeholder management success in urban development projects in South Africa. This study is important primarily because there seems to be no previous research conducted on this important project management discipline, stakeholder management of urban development projects; and there seems to be a neglect of stakeholder management duties by urban development projects agencies, and by inference, projects practitioners in South Africa. A theoretical space was created for this study in the fraternal literature of previous studies on critical success factors and/or stakeholder management in construction projects – as there seem to be none undertaken in the urban development environment, particularly in the South African context.
- Full Text:
- Date Issued: 2012
- Authors: Mgemane, Lesley Musa
- Date: 2012
- Subjects: Economic development projects -- South Africa , Project management , City planning -- South Africa , South Africa -- Economic conditions
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:9014 , http://hdl.handle.net/10948/d1018588
- Description: The study arose from a research issue that is both practical and theoretical. The apparent challenges of a stakeholder management nature in the execution of urban development projects in South Africa led to the conception of the study. However, the most compelling need for the study was the theoretical gap – in the urban development theory, in the projects theory, and particularly in the stakeholder management theory – on the management of stakeholders in the South African urban development projects. As a result, the value of the study is both managerial and scholarly. The urban development concept is understood to be referring to the development of urban areas for the purpose of improving the quality of life in the cities, and the development of the infrastructure to enable economic growth. Urban development projects, as vehicles for accomplishing urban development, are important for a newly industrialised economy (NIE) like South Africa. Also, as a result of the political past – in the form of a systematic preferential development based on racial segregation by the previous government, and the two decades of subjection of South Africa to economic and cultural isolation by the international community – South Africa has a huge backlog with regard to the two general purposes of urban development: social progress and economic progress. Consequently, urban development projects in South Africa are very critical and important, particularly for geopolitical and socio-economic reasons. Judging by the extensive negative media coverage, many of the South African urban development projects demonstrate poor stakeholder management. The list of urban development projects that have experienced stakeholder related challenges in South Africa is endless: the Johannesburg BRT project, the Gauteng Freeway Improvement project, the Transnet multi-product pipeline-construction project, the Chapman’s Peak toll-road project, the Kusile and Medupi power stations construction projects, are some examples. The project management profession and body of knowledge view stakeholder management in a serious light, actually a failure in adequately implementing stakeholder management in a project is tantamount to a failure of the project itself. There is also a consensus among numerous researchers that there is a general lack of knowledge for project managers on how to manage stakeholders, particularly external stakeholders. Stakeholder management is a poorly understood and, usually a very badly implemented project management discipline. Managing projects in Africa, and by inference in South Africa, can be particularly complex – given the involvement of multiple stakeholders and their historical, geopolitical, economic relationships, and cultural differences. The study set out to develop a framework to improve the management of stakeholders in urban development projects – by investigating the critical success factors that have an influence on stakeholder management success in urban development projects in South Africa. This study is important primarily because there seems to be no previous research conducted on this important project management discipline, stakeholder management of urban development projects; and there seems to be a neglect of stakeholder management duties by urban development projects agencies, and by inference, projects practitioners in South Africa. A theoretical space was created for this study in the fraternal literature of previous studies on critical success factors and/or stakeholder management in construction projects – as there seem to be none undertaken in the urban development environment, particularly in the South African context.
- Full Text:
- Date Issued: 2012
The effect of strategic project leadership elements on successful strategic management implementation
- Authors: Nel, Nevin Narhan
- Date: 2012
- Subjects: Strategic management , Project management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8819 , http://hdl.handle.net/10948/d1018931
- Description: Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.
- Full Text:
- Date Issued: 2012
- Authors: Nel, Nevin Narhan
- Date: 2012
- Subjects: Strategic management , Project management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8819 , http://hdl.handle.net/10948/d1018931
- Description: Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.
- Full Text:
- Date Issued: 2012
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