Effectiveness of the project management profession in the Ugandan oil industry : performance, benefits and challenges
- Authors: Kiggundu, Kamulegeya John
- Date: 2014
- Subjects: Project Mangement -- Uganda , Oil industry workers -- Uganda , Benchmarking (Management) -- Uganda
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:9707 , http://hdl.handle.net/10948/d1020059
- Description: Oil is one of the most valuable resources. For a country like Uganda, which is one of the least developed countries in the world with more than one third of the population still living below the poverty line; the discovery of this valuable resource has the capacity to radically alter the economy of the country. But on the other hand, oil exploration, mining and refining are complex, costly, long duration projects with many challenges that require sophisticated financial management, planning, scheduling and cost control. The project management profession is charged as a single point of responsibility for initiating, planning, executing, monitoring and controlling projects in order to meet stakeholder’s needs and expectations. The research objectives were: 1. To identify and examine the challenges and risks associated with the oil industry in Uganda. 2. To investigate the effectiveness of project management practices in the Ugandan oil industry in terms 1 above. 3. Identify how project success can be measured in the Ugandan oil industry. A case study was the research technique adopted and interviews were conducted with the major stakeholders in the Ugandan oil industry. The research findings reveal the challenges and risks that continue to plague the Ugandan oil industry and the role of project management in the exploration phase of the project. The research findings were used to evaluate the role, responsibility and service that project management professionals are expected to render and the actual role, responsibility and service that the professionals have been rendering to the stakeholders in the Ugandan oil industry. The research then concludes by proposing ways of improving the chances of project success in the Ugandan oil industry.
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- Date Issued: 2014
Impact pf provincial local government support for effective implementation of PMS in municipalities (Lukhanji municipality)
- Authors: Sidinana, Ngenanimazizi Orsmond
- Date: 2010
- Subjects: Benchmarking (Management) , Local government
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9159 , http://hdl.handle.net/10948/d1020000
- Description: One of the more frequently heard criticisms of local government is that it is not delivering the required services or it is not delivering an efficient standard of service. Performance management for local government contributes to creating a performance culture in the public service at municipal level. Performance management is a mechanism that is used to ensure that the municipality is doing its work and delivering on its mandate. The SALGA HRD Policy Conference held in March 2003 endorsed the spirit of the relevant legislation on performance management in municipalities. As the employee body and the only recognized voice of municipalities in the country, SALGA has been of the view that the legislative imperative placed on municipalities to be developmental and performance orientated cannot be overly emphasized. Concomitant with the legislative imperative has been the political will or unwavering political commitment to ensure that municipal administrations are accountable to their respective councils, and by extension, the communities they serve. The successful implementation of the Performance Management System at all municipalities will certainly serve as a yardstick in objectively measuring the performance of municipal and provincial local government officials. It is believed that the ongoing measurement of performance will inevitably lead to better delivery of services to our people. The Constitution of South Africa places a developmental mandate on local governments, with the express purpose of them providing effective and efficient services to their communities and to promote local social and economic development. Further to this, the Municipal Systems Act of 2000 provides a legislative framework for municipalities to embark on integrated development planning. Thus all municipalities require an Integrated Development Plan (lDP) to be in place in order to fully realize their objectives as set out in Section 152 of the Constitution. In the interpretation of the legislation, it is clear that the Council (the political body of the municipality) is held responsible to ensure that its municipality has an lDP and PMS in place. Thus both the political principal and the leadership of a municipality are, by law, required to fulfil their obligations in implementing the PMS, while the provincial local government department is charged with the obligation to ensure that such objectives by municipalities are realized by way of providing financial and human capital assistance. Since the lDP and PMS have been legislated in such a manner, it thus becomes legally imperative that municipalities comply with the legislation. The Auditor General is thus required to audit a municipality within this context. Failure to comply may entail certain legal repercussions. Generally, there has been a drive to inculcate improved performance in all three spheres of government. However, it becomes integral that municipalities are performance oriented, especially since it is the sphere of government closest to the grass-roots levels where the real impact of service delivery is experienced. There is undoubtedly a link between lDP and PM. However, it has been observed that both in municipalities and provincial local government there is no synergy between these two components and they tend to operate in isolation of each other. Logically, the scorecards of the organisation and individuals should be derived from the municipality's IDP; however this is not always the case. It is also evident that both the municipality and provincial local government approaches the two issues as different disciplines. Having said this, it is important for SALGA and Provincial Local Government to encourage and ensure better alignment of lDP and PMS in both the province and municipalities.
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- Date Issued: 2010