Value management in government construction projects in South Africa
- Mngeni- Nobala, Thandokazi Yvonne
- Authors: Mngeni- Nobala, Thandokazi Yvonne
- Date: 2024-04
- Subjects: Construction projects -- Management , Project management -- South Africa , Construction industry -- South Africa , Value analysis (Cost control)
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/64673 , vital:73845
- Description: The public sector construction industry aims to deliver infrastructure services to its client satisfactorily. However, the public sector is notorious for delivering projects that are over budget, finish years behind schedule, and are of poor quality. Value management is one way to address these challenges. This research aimed to examine the level of awareness and implementation of value management within the public sector and the benefits thereof. In this qualitative study, interviews were employed to gain insight into the level of awareness of value management within the public sector department in the Eastern Cape. A total of ten professionals in the public sector working for the Department of Public Works were purposively selected to be interviewed and the secondary data was sought through document analysis . The data was thematically analysed. The South African government requires a strategic change that will help improve awareness of value management in government infrastructure projects in South Africa which will pave the way for the full implementation of VM. The study found that the obstacle to adopting value management for public projects was the lack of knowledge and practice of value management. It was also found that the respondents were keen to implement value management and saw it as part of an important step in the planning stage of a project as it would save the department time and money. In order to improve the performance of construction projects, there is a need to adopt innovative ideas and solutions that will work for South African construction industry. Value management is one way to improve the performance of construction projects. VM should be considered at a strategic level in public sector departments to improve its applicability to meet client’s objectives. The major goal of the VM is to ensure that projects are delivered to the best function at the lowest total life cost achievable. The satisfaction of clients is a key factor of construction project success. Value Management strives to address problems which may arise such as budgetary constraints trying to decrease unnecessary costs towards the project but without causing changes to quality of the finished product. Value management is believed to be a cost-cutting exercise as perceived by many but the most importantly it focuses on function of an element or project. This means that the project is procured at the lowest possible cost by utilizing multiple cost control mechanisms without compromising the project's value and function. Value management has proven to be a practical management strategy for improving value for money, creating a better focus on project objectives, working toward more effective design, and identifying wasteful expenses due to unneeded design, material, labor, and machine. To optimise the usage of value management and to improve project performance, there is a need to adopt new concepts like value management that will work for the South African construction sector. , Thesis (MSc) -- Faculty of Engineering, the Built Environment, and Technology, School of Built Environment and Civil Engineering, 2024
- Full Text:
- Date Issued: 2024-04
- Authors: Mngeni- Nobala, Thandokazi Yvonne
- Date: 2024-04
- Subjects: Construction projects -- Management , Project management -- South Africa , Construction industry -- South Africa , Value analysis (Cost control)
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/64673 , vital:73845
- Description: The public sector construction industry aims to deliver infrastructure services to its client satisfactorily. However, the public sector is notorious for delivering projects that are over budget, finish years behind schedule, and are of poor quality. Value management is one way to address these challenges. This research aimed to examine the level of awareness and implementation of value management within the public sector and the benefits thereof. In this qualitative study, interviews were employed to gain insight into the level of awareness of value management within the public sector department in the Eastern Cape. A total of ten professionals in the public sector working for the Department of Public Works were purposively selected to be interviewed and the secondary data was sought through document analysis . The data was thematically analysed. The South African government requires a strategic change that will help improve awareness of value management in government infrastructure projects in South Africa which will pave the way for the full implementation of VM. The study found that the obstacle to adopting value management for public projects was the lack of knowledge and practice of value management. It was also found that the respondents were keen to implement value management and saw it as part of an important step in the planning stage of a project as it would save the department time and money. In order to improve the performance of construction projects, there is a need to adopt innovative ideas and solutions that will work for South African construction industry. Value management is one way to improve the performance of construction projects. VM should be considered at a strategic level in public sector departments to improve its applicability to meet client’s objectives. The major goal of the VM is to ensure that projects are delivered to the best function at the lowest total life cost achievable. The satisfaction of clients is a key factor of construction project success. Value Management strives to address problems which may arise such as budgetary constraints trying to decrease unnecessary costs towards the project but without causing changes to quality of the finished product. Value management is believed to be a cost-cutting exercise as perceived by many but the most importantly it focuses on function of an element or project. This means that the project is procured at the lowest possible cost by utilizing multiple cost control mechanisms without compromising the project's value and function. Value management has proven to be a practical management strategy for improving value for money, creating a better focus on project objectives, working toward more effective design, and identifying wasteful expenses due to unneeded design, material, labor, and machine. To optimise the usage of value management and to improve project performance, there is a need to adopt new concepts like value management that will work for the South African construction sector. , Thesis (MSc) -- Faculty of Engineering, the Built Environment, and Technology, School of Built Environment and Civil Engineering, 2024
- Full Text:
- Date Issued: 2024-04
The effects of project maturity in university infrastructure development
- Motebele, Matsiababa Solofelang
- Authors: Motebele, Matsiababa Solofelang
- Date: 2019
- Subjects: Construction projects -- Management , Construction industry -- Management Project management Infrastructure (Economics) -- South Africa
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/41953 , vital:36612
- Description: The level of maturity in project management systems within South African universities is low. The low maturity affects project success. Organisational Project Management Maturity Model (OPM3®) – Third Edition (2013). The study is aimed at investigating and finding solutions to the perceived factors that affect Project Management Maturity at Universities’ infrastructure departments. The literature review indicates that organisations benefit from achieving organisational Project Management Maturity when projects are tied to business strategy and support business goals as opposed to when they are executed randomly (OPM3)- Third Edition (2013). A quantitative method was used to collect and analyse data. One questionnaire was put together and distributed to the targeted receipts, i.e., personnel working at infrastructure departments at South African universities, a web-based questionnaire was used to gather the data. A total of 56 responses were received to analyse the data. The stakeholders that responded were: project managers, portfolio managers, project coordinators, administrators and engineer. The study found that PMBoK and planning are factors that have an impact on Project Maturity. Recommendations were that all personnel implementing projects for University Infrastructure should be trained in earned Value Management to ensure that their PMBoK knowledge is enhanced. Other training that is recommended includes Integration Management, Scope Management, Quality Management, Risk Management, Time Management, Resource Management, Procurement Management, Cost Management and Stakeholder Management.
- Full Text:
- Date Issued: 2019
- Authors: Motebele, Matsiababa Solofelang
- Date: 2019
- Subjects: Construction projects -- Management , Construction industry -- Management Project management Infrastructure (Economics) -- South Africa
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/41953 , vital:36612
- Description: The level of maturity in project management systems within South African universities is low. The low maturity affects project success. Organisational Project Management Maturity Model (OPM3®) – Third Edition (2013). The study is aimed at investigating and finding solutions to the perceived factors that affect Project Management Maturity at Universities’ infrastructure departments. The literature review indicates that organisations benefit from achieving organisational Project Management Maturity when projects are tied to business strategy and support business goals as opposed to when they are executed randomly (OPM3)- Third Edition (2013). A quantitative method was used to collect and analyse data. One questionnaire was put together and distributed to the targeted receipts, i.e., personnel working at infrastructure departments at South African universities, a web-based questionnaire was used to gather the data. A total of 56 responses were received to analyse the data. The stakeholders that responded were: project managers, portfolio managers, project coordinators, administrators and engineer. The study found that PMBoK and planning are factors that have an impact on Project Maturity. Recommendations were that all personnel implementing projects for University Infrastructure should be trained in earned Value Management to ensure that their PMBoK knowledge is enhanced. Other training that is recommended includes Integration Management, Scope Management, Quality Management, Risk Management, Time Management, Resource Management, Procurement Management, Cost Management and Stakeholder Management.
- Full Text:
- Date Issued: 2019
Risk analysis and management systems in South African construction project management practices
- Authors: Cook, Iain Murray
- Date: 2016
- Subjects: Construction projects -- Management , Construction industry -- Risk management , Project management -- South Africa
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/3469 , vital:20433
- Description: Risk management (RM) should be seen as one of the most important functions in the South African built environment. Without the effective management of the risks associated with the industry, the noble vision of a sector that is efficient, profitable, and sustainable cannot be achieved. By embracing tried and tested policies that successfully mitigate risk, industry stakeholders will achieve many project successes, and will outlast any competitors that choose to ignore, or are ignorant of the fact, that the negative impact risk has on projects is inversely proportional to the level of RM employed. Construction Project Management (CPM) practices, realising that there are excellent business opportunities across South Africa’s borders, and faced with a competitive South African market, are engaging with developers and government entities involved in cross border projects in the hope of securing these potentially lucrative African projects. With this move into Africa comes increased uncertainty and risk for these CPM practices, and other project stakeholders. Similarly, CPM practices that have made the strategic decision to remain operational only within South Africa’s borders, are faced with a competitive and complex built environment and industry, made increasingly challenging by a weakening economy, exacerbated by industrial strikes, infrastructure deficiencies and a decrease in industry skill levels. This study reports on Project Managers’ (PMs’) perceptions of project failures and inefficiencies resulting from inadequate RM on projects, including the RM methodologies currently being employed. The study focused on perceptions of PMs who operate within South Africa’s borders, PMs that operate across border into other African countries, as well as PMs who operate exclusively within South Africa’s built environment framework. A study was undertaken incorporating qualitative methodologies via a normative survey. The survey was split into three main phases. Phase one employed the use of a pilot survey executed with the objective of further investigating the main sub-problems to gain more insight into the related issues and challenges. For the pilot survey, PMs were selected based on their engagement in CPM activities within South Africa as well as across South Africa’s borders into other African countries. Phase two of the main survey, with the sample stratum being the Association of Construction Project Managers (ACPM), was aimed at PMs within the ACPM who have engaged, or are engaging, in CPM activities both within South Africa’s borders as well as across South Africa’s borders into other African countries. Phase 3 of the main survey, with the sample stratum being the ACPM, was aimed at PMs within the ACPM who have engaged, or are engaging, in CPM activities within South Africa’s borders only and have not engaged in cross border activities. Survey findings identified the commercial sector and value of the projects undertaken by the practices, the level of risk associated with different client typologies, the link between inadequate RM and project inefficiency and failure, and the importance of RM on projects. Findings also identified that RM methodologies are employed by CPM practices, and that CPM practices generally endeavour to create a culture of risk awareness amongst employees. Further findings indicated that CPM practices may not always understand the risks associated with new industry sectors, regions or countries that they are considering operating within, and that that there is room for improvement regarding the effectiveness of current RM systems. Survey findings also indicated that risk is not always transferred to the correct project stakeholder most suited to managing the risk, and CPM practices are not always able to accurately quantify the costs associated with project risk. Furthermore, it was identified that CPM practices do not always undertaken risk assessments (RAs) at the correct project stage resulting in inadequate risk contingencies allowances, regular risk reviews are not always undertaken for projects, project pre-mortems are seen as valuable tools by CPM practices as a method to reduce future risk, and project post-mortems relative to ‘lessons learnt’ are not always undertaken. Conclusions outline the link between effective RM, project inefficiencies and project failure, as well as the increase or decrease in risk relative to ineffective or effective use of risk identification and management methodologies for time, cost, and quality factors respectively. Conclusions also outline the fact that although CPM practices generally understand the link between RM and project success, they are not always able to fully comprehend the risks associated with new industry sectors, regions or cross border countries. This indicates that without the adequate identification of risk, the RM process or steps that follow the qualitative risk identification process will have little or no value. This is indicative of the requirement for professional associations to consolidate risk data for industry activities with the aim of improving the level of RM industry wide. Recommendations highlight the importance of the compiling of sector specific risk registers, compiled by the South African Council for the Project and Construction Management Professions (SACPCMP) with registered member input, made available to all PMs via the SACPCMPs online database. Further recommendations include: the engendering, by senior management of CPM practices; a healthy ‘risk aware’ culture, by promoting RM practices aligned with best practice methodologies; the implementation of well balanced and formal RM systems throughout the CPM practice, with the aim of achieving effective RM without overburdening PMs with unnecessary documentation or ‘paperwork’; the attendance of risk conferences and workshops by all CPM practices, aimed at specifically identifying challenges that exist with RM and methods that can be employed to improve the status quo; the attendance of formal risk training courses, by all CPM practices, aimed at improving the knowledge base of PMs relative to effective RM, and the appointment of risk professionals, driven by the monetary value and risk levels of the project, to undertake the RM process and unburden PMs from the task, allowing PMs to concentrate on the other project knowledge areas.
- Full Text:
- Date Issued: 2016
- Authors: Cook, Iain Murray
- Date: 2016
- Subjects: Construction projects -- Management , Construction industry -- Risk management , Project management -- South Africa
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/3469 , vital:20433
- Description: Risk management (RM) should be seen as one of the most important functions in the South African built environment. Without the effective management of the risks associated with the industry, the noble vision of a sector that is efficient, profitable, and sustainable cannot be achieved. By embracing tried and tested policies that successfully mitigate risk, industry stakeholders will achieve many project successes, and will outlast any competitors that choose to ignore, or are ignorant of the fact, that the negative impact risk has on projects is inversely proportional to the level of RM employed. Construction Project Management (CPM) practices, realising that there are excellent business opportunities across South Africa’s borders, and faced with a competitive South African market, are engaging with developers and government entities involved in cross border projects in the hope of securing these potentially lucrative African projects. With this move into Africa comes increased uncertainty and risk for these CPM practices, and other project stakeholders. Similarly, CPM practices that have made the strategic decision to remain operational only within South Africa’s borders, are faced with a competitive and complex built environment and industry, made increasingly challenging by a weakening economy, exacerbated by industrial strikes, infrastructure deficiencies and a decrease in industry skill levels. This study reports on Project Managers’ (PMs’) perceptions of project failures and inefficiencies resulting from inadequate RM on projects, including the RM methodologies currently being employed. The study focused on perceptions of PMs who operate within South Africa’s borders, PMs that operate across border into other African countries, as well as PMs who operate exclusively within South Africa’s built environment framework. A study was undertaken incorporating qualitative methodologies via a normative survey. The survey was split into three main phases. Phase one employed the use of a pilot survey executed with the objective of further investigating the main sub-problems to gain more insight into the related issues and challenges. For the pilot survey, PMs were selected based on their engagement in CPM activities within South Africa as well as across South Africa’s borders into other African countries. Phase two of the main survey, with the sample stratum being the Association of Construction Project Managers (ACPM), was aimed at PMs within the ACPM who have engaged, or are engaging, in CPM activities both within South Africa’s borders as well as across South Africa’s borders into other African countries. Phase 3 of the main survey, with the sample stratum being the ACPM, was aimed at PMs within the ACPM who have engaged, or are engaging, in CPM activities within South Africa’s borders only and have not engaged in cross border activities. Survey findings identified the commercial sector and value of the projects undertaken by the practices, the level of risk associated with different client typologies, the link between inadequate RM and project inefficiency and failure, and the importance of RM on projects. Findings also identified that RM methodologies are employed by CPM practices, and that CPM practices generally endeavour to create a culture of risk awareness amongst employees. Further findings indicated that CPM practices may not always understand the risks associated with new industry sectors, regions or countries that they are considering operating within, and that that there is room for improvement regarding the effectiveness of current RM systems. Survey findings also indicated that risk is not always transferred to the correct project stakeholder most suited to managing the risk, and CPM practices are not always able to accurately quantify the costs associated with project risk. Furthermore, it was identified that CPM practices do not always undertaken risk assessments (RAs) at the correct project stage resulting in inadequate risk contingencies allowances, regular risk reviews are not always undertaken for projects, project pre-mortems are seen as valuable tools by CPM practices as a method to reduce future risk, and project post-mortems relative to ‘lessons learnt’ are not always undertaken. Conclusions outline the link between effective RM, project inefficiencies and project failure, as well as the increase or decrease in risk relative to ineffective or effective use of risk identification and management methodologies for time, cost, and quality factors respectively. Conclusions also outline the fact that although CPM practices generally understand the link between RM and project success, they are not always able to fully comprehend the risks associated with new industry sectors, regions or cross border countries. This indicates that without the adequate identification of risk, the RM process or steps that follow the qualitative risk identification process will have little or no value. This is indicative of the requirement for professional associations to consolidate risk data for industry activities with the aim of improving the level of RM industry wide. Recommendations highlight the importance of the compiling of sector specific risk registers, compiled by the South African Council for the Project and Construction Management Professions (SACPCMP) with registered member input, made available to all PMs via the SACPCMPs online database. Further recommendations include: the engendering, by senior management of CPM practices; a healthy ‘risk aware’ culture, by promoting RM practices aligned with best practice methodologies; the implementation of well balanced and formal RM systems throughout the CPM practice, with the aim of achieving effective RM without overburdening PMs with unnecessary documentation or ‘paperwork’; the attendance of risk conferences and workshops by all CPM practices, aimed at specifically identifying challenges that exist with RM and methods that can be employed to improve the status quo; the attendance of formal risk training courses, by all CPM practices, aimed at improving the knowledge base of PMs relative to effective RM, and the appointment of risk professionals, driven by the monetary value and risk levels of the project, to undertake the RM process and unburden PMs from the task, allowing PMs to concentrate on the other project knowledge areas.
- Full Text:
- Date Issued: 2016
Performance improvement in South African construction
- Authors: Emuze, Fidelis Abumere
- Date: 2011
- Subjects: Construction industry -- South Africa -- Management , Project management -- South Africa , Construction projects -- Management , Business logistics -- South Africa -- Management
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9678 , http://hdl.handle.net/10948/1642 , Construction industry -- South Africa -- Management , Project management -- South Africa , Construction projects -- Management , Business logistics -- South Africa -- Management
- Description: In general, dreams are conceived, ideas are conceptualised, and initiatives are embarked upon in order to alter the state of realities. Dreams change realities; when mechanisms are put in place to realise them, dreams succeed. However, anecdotal evidence as well as empirical findings has continued to reiterate the difficulties associated with realising dreams related to construction projects. Extending the „dream‟ analogy to the South African construction industry context therefore paints an uninspiring picture. Dreams associated with construction do not have a 100% chance of becoming realities as evident in reported poor project performance in the industry. Shattered dreams in the form of poor performing projects, poorly implemented construction processes, or worst, projects delivered at the expense of unexpected cost to the client as a direct result of poor H&S or time overruns, negate the intent of dreams. This thesis is primarily concerned with project performance related bottlenecks in South African construction. After an extensive review of related literature that entails the analysis of publications related to non-value adding activities (NVAAs), supply chain management (SCM), and system dynamics (SD) in the construction project management realm, an exhaustive mixed-mode quantitative survey was conducted among key participants in the South African infrastructure sector. Public sector clients, consulting engineers and contractors that were involved in civil engineering projects were surveyed repeatedly with approximately five survey instruments at convenient intervals. Results arising from the study, inter-alia, indicate that: an appreciable amount of NVAAs occur in South African construction; these NVAAs become further compounded when propagated into other value adding activities (VAAs) in the construction process; the identified NVAAs equally perpetrate the menace associated with poor performance to the detriment of the achievement of cost, H&S, quality, and time project targets, and the root cause of these NVAAs that often contribute to poor performance is not far from the much reported „shortage of skills‟ in South Africa. Notable contributions to the body of knowledge include SD models are extendable regardless of the source of their empirical data as evident in the qualitative models proposed in this study; within the SD domain, it is advisable to consider the „competence‟ of individuals assigned to tasks especially in a developing country as this study revealed that human resources issues predominate among the sources of NVAAs that eventuate in a range of poor project performance; the NVAAs that occur, and their causes on projects are perceived to be due to lapses and / or inadequacies that involved the entire construction supply chain; there is no single construction process / task that is immune from being affected by NVAAs; and within the South African, and by implication construction context generally iii in developing countries, the adequacy of required knowledge among project stakeholders is the most crucial determinant of project performance. As opposed to what is obtainable in developed countries, the construction industry in developing countries, particularly in South Africa, should take advantage of knowledge management (KM) techniques such as brainstorming, communities of practices, and face-to-face interactions. These techniques can be driven through appropriate mentorship programmes, industry focused built environment education, and other human resources driven avenues that do not necessarily require substantial investment in technologies, so that to a large extent organisations in the industry can prioritise KM, and thereafter, continually engage in it for future performance improvement. Using inferential statistical methods for hypotheses testing, and SD concepts for creating qualitative models led to a range of recommendations which, inter-alia, propose that halting the tide of NVAAs and poor performance requires the management of both tacit and explicit knowledge gained in construction; and most importantly, it requires the assurance that „competence‟ is the overriding criteria for selecting project partners, and also, for assigning either design or construction related activities to responsible parties involved in project realisation in South Africa. In effect, in order to engender a culture of continuous improvement in South African construction, other considerations should be subservient to „competence‟ in the construction supply chain. Competence must be located among everyone involved in project realisation, that is, enhancing the competence of all involved in project realisation is as good as ensuring performance improvement, which in turn, equates to the acceleration of project delivery in South Africa.
- Full Text:
- Date Issued: 2011
- Authors: Emuze, Fidelis Abumere
- Date: 2011
- Subjects: Construction industry -- South Africa -- Management , Project management -- South Africa , Construction projects -- Management , Business logistics -- South Africa -- Management
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9678 , http://hdl.handle.net/10948/1642 , Construction industry -- South Africa -- Management , Project management -- South Africa , Construction projects -- Management , Business logistics -- South Africa -- Management
- Description: In general, dreams are conceived, ideas are conceptualised, and initiatives are embarked upon in order to alter the state of realities. Dreams change realities; when mechanisms are put in place to realise them, dreams succeed. However, anecdotal evidence as well as empirical findings has continued to reiterate the difficulties associated with realising dreams related to construction projects. Extending the „dream‟ analogy to the South African construction industry context therefore paints an uninspiring picture. Dreams associated with construction do not have a 100% chance of becoming realities as evident in reported poor project performance in the industry. Shattered dreams in the form of poor performing projects, poorly implemented construction processes, or worst, projects delivered at the expense of unexpected cost to the client as a direct result of poor H&S or time overruns, negate the intent of dreams. This thesis is primarily concerned with project performance related bottlenecks in South African construction. After an extensive review of related literature that entails the analysis of publications related to non-value adding activities (NVAAs), supply chain management (SCM), and system dynamics (SD) in the construction project management realm, an exhaustive mixed-mode quantitative survey was conducted among key participants in the South African infrastructure sector. Public sector clients, consulting engineers and contractors that were involved in civil engineering projects were surveyed repeatedly with approximately five survey instruments at convenient intervals. Results arising from the study, inter-alia, indicate that: an appreciable amount of NVAAs occur in South African construction; these NVAAs become further compounded when propagated into other value adding activities (VAAs) in the construction process; the identified NVAAs equally perpetrate the menace associated with poor performance to the detriment of the achievement of cost, H&S, quality, and time project targets, and the root cause of these NVAAs that often contribute to poor performance is not far from the much reported „shortage of skills‟ in South Africa. Notable contributions to the body of knowledge include SD models are extendable regardless of the source of their empirical data as evident in the qualitative models proposed in this study; within the SD domain, it is advisable to consider the „competence‟ of individuals assigned to tasks especially in a developing country as this study revealed that human resources issues predominate among the sources of NVAAs that eventuate in a range of poor project performance; the NVAAs that occur, and their causes on projects are perceived to be due to lapses and / or inadequacies that involved the entire construction supply chain; there is no single construction process / task that is immune from being affected by NVAAs; and within the South African, and by implication construction context generally iii in developing countries, the adequacy of required knowledge among project stakeholders is the most crucial determinant of project performance. As opposed to what is obtainable in developed countries, the construction industry in developing countries, particularly in South Africa, should take advantage of knowledge management (KM) techniques such as brainstorming, communities of practices, and face-to-face interactions. These techniques can be driven through appropriate mentorship programmes, industry focused built environment education, and other human resources driven avenues that do not necessarily require substantial investment in technologies, so that to a large extent organisations in the industry can prioritise KM, and thereafter, continually engage in it for future performance improvement. Using inferential statistical methods for hypotheses testing, and SD concepts for creating qualitative models led to a range of recommendations which, inter-alia, propose that halting the tide of NVAAs and poor performance requires the management of both tacit and explicit knowledge gained in construction; and most importantly, it requires the assurance that „competence‟ is the overriding criteria for selecting project partners, and also, for assigning either design or construction related activities to responsible parties involved in project realisation in South Africa. In effect, in order to engender a culture of continuous improvement in South African construction, other considerations should be subservient to „competence‟ in the construction supply chain. Competence must be located among everyone involved in project realisation, that is, enhancing the competence of all involved in project realisation is as good as ensuring performance improvement, which in turn, equates to the acceleration of project delivery in South Africa.
- Full Text:
- Date Issued: 2011
- «
- ‹
- 1
- ›
- »