Problems experienced by project managers on housing projects
- Mtshekexe, Ntombesibini Octavia
- Authors: Mtshekexe, Ntombesibini Octavia
- Date: 2014
- Subjects: Project management , Housing rehabilitation , Public housing -- South Africa , Building -- Superintendence
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:9675 , http://hdl.handle.net/10948/d1020930
- Description: Housing projects are amongst the South African (SA) Government’s major focus points with reference to budgeting for its financial years. The delivery of these housing projects is taking place at a slower rate than anticipated due to the problems experienced in the processes involved in their management. The project management shortcomings are a major setback with reference to the delivery of houses to the communities. It is, however, stated by the Constitution of the Republic of South Africa (RSA) that every South African citizen has a right to housing and that the Local Government, as the closest entity to communities, must do whatever it possibly can to ensure timeous service delivery to its communities. The objective of this research is to ascertain the nature and extent of project management problems experienced by municipal project managers, the impact thereof and potential solutions to the identified problems. The study is intended to advise on possible ways to address project management problems arising during the implementation of housing projects in the Nelson Mandela Bay Municipality (NMBM) through investigation and analysis of information gathered in both theory and practice. Project management is a process of controlling the achievement of project objectives through the application of knowledge, skills, tools and techniques. For a housing project the main objective is to deliver safe, quality houses on time and within budget. Problems which hinder the delivery of housing projects relate to cost, time and the quality of housing projects delivered. The fact that these key project objectives are not met needs to be addressed urgently in order to improve the housing delivery. The literature reviewed and the feedback from the surveys; indicate that these problems have a vast impact on housing projects. The survey also reveals that it is not only housing Project Managers (PMs) that are unable to perform well, but also other parties involved in the project management of housing projects and which play a great role in project management failures of housing projects. Some of these parties are consultants and contractors. The lack of performance by project managers affects the delivery of houses negatively in the NMBM.
- Full Text:
- Date Issued: 2014
- Authors: Mtshekexe, Ntombesibini Octavia
- Date: 2014
- Subjects: Project management , Housing rehabilitation , Public housing -- South Africa , Building -- Superintendence
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:9675 , http://hdl.handle.net/10948/d1020930
- Description: Housing projects are amongst the South African (SA) Government’s major focus points with reference to budgeting for its financial years. The delivery of these housing projects is taking place at a slower rate than anticipated due to the problems experienced in the processes involved in their management. The project management shortcomings are a major setback with reference to the delivery of houses to the communities. It is, however, stated by the Constitution of the Republic of South Africa (RSA) that every South African citizen has a right to housing and that the Local Government, as the closest entity to communities, must do whatever it possibly can to ensure timeous service delivery to its communities. The objective of this research is to ascertain the nature and extent of project management problems experienced by municipal project managers, the impact thereof and potential solutions to the identified problems. The study is intended to advise on possible ways to address project management problems arising during the implementation of housing projects in the Nelson Mandela Bay Municipality (NMBM) through investigation and analysis of information gathered in both theory and practice. Project management is a process of controlling the achievement of project objectives through the application of knowledge, skills, tools and techniques. For a housing project the main objective is to deliver safe, quality houses on time and within budget. Problems which hinder the delivery of housing projects relate to cost, time and the quality of housing projects delivered. The fact that these key project objectives are not met needs to be addressed urgently in order to improve the housing delivery. The literature reviewed and the feedback from the surveys; indicate that these problems have a vast impact on housing projects. The survey also reveals that it is not only housing Project Managers (PMs) that are unable to perform well, but also other parties involved in the project management of housing projects and which play a great role in project management failures of housing projects. Some of these parties are consultants and contractors. The lack of performance by project managers affects the delivery of houses negatively in the NMBM.
- Full Text:
- Date Issued: 2014
Business problems facing potential emerging contractors in CIDB grades 5 to 7
- Pretorius, Albertus Johannes Hendrik
- Authors: Pretorius, Albertus Johannes Hendrik
- Date: 2016
- Subjects: Building trades , Project management , Construction industry
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/3459 , vital:20432
- Description: Considering the vital part which the construction industry plays in the economy of South Africa, as well as the objectives of the reconstruction and development thereof, the failure of contractors, despite all the interventions to identify and eradicate the root of the problem, is a matter of great concern. In November 2000, the Construction Industry Development Board Act (2000) was promulgated which led to the inception of the cidb with a mandate to implement an integrated strategy for the reconstruction, growth and development of the construction industry. The matter of contractor development has been widely studied and investigated since the inception of the cidb in 2000. However, the purpose of this study was to focus on the business problems faced by Grade 5 to 7 CE / GB Potential Emerging Contractors, with regard to construction organisations that make the move from small to medium businesses. The intention was to contribute to the successful transition from small to medium businesses by means of structured initiatives. In order to achieve this, a new business strategy must be adopted. It was therefore necessary to extensively consider the surface and core competencies required for making the transition. Liquidity problems that the transition entails were explored, as well as contractor misconceptions with regard to contractor development. In the course of the study, unethical practices and entitlement issues experienced in the built environment and the effect of this on contractor success were explored. The study aimed to recommend a structured framework for co-ordination between assistance, mentorship, contractor needs, client departments, cidb NCDP best practice guidelines and the most important of all, self-empowerment. This study further endeavoured to find possible solutions regarding the assistance requirements, as well as self-empowering objectives for emerging contractors taking the challenging step from small to medium business and by implication, becoming sustainable contractor enterprises in Grades 6 to 8. Political imperatives need to be weighed against the high unemployment rate. The Gross Fixed Capital Formation (GFCF) indicates that there are not enough sustainable contracting opportunities to allocate to Contractor Development Programmes (CDPs). This is aggravated by the tendency that too many hopeful aspirant entrepreneurs, lacking construction surface and core competencies, are seeing the built environment as an easy industry to enter. Just less than 50% of cidb registered contractors exited the register of active contractors during the last ten years ending 2nd quarter 2015. 45% exited during the last five years. This indicates that there is a serious sustainability problem in the built environment. Considering the GFCF contractor opportunities there are too many cidb registered contractors. However, enterprise failure is not only an Emerging Contractor (EC) problem, but occurs across the board. A dangerous notion that the large national construction firms should no longer qualify for public contracts can have disastrous implications for an already embattled industry. Large national firms are the trend setters in the built environment, which coach the much needed construction surface and core competencies. If upgrading is the measure of success the current CDP statistics do not confirm that the strategic objectives of the National Contractor Development Programme (NCDP) are being achieved. All contractors, including black owned contractors, are faring substantially better than their EC counterparts participating in CDPs. Upgrading should carry less weight and sustainability and high performance should become the focus. A serious lack of construction surface and core competencies was identified. If contractor development is the objective the structure of the cidb grading system should be reviewed. It is recommended that the broad CDP hierarchical structure should streamlined and partly privatised to focus on the core strategic objective of contractor development.
- Full Text:
- Date Issued: 2016
- Authors: Pretorius, Albertus Johannes Hendrik
- Date: 2016
- Subjects: Building trades , Project management , Construction industry
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/3459 , vital:20432
- Description: Considering the vital part which the construction industry plays in the economy of South Africa, as well as the objectives of the reconstruction and development thereof, the failure of contractors, despite all the interventions to identify and eradicate the root of the problem, is a matter of great concern. In November 2000, the Construction Industry Development Board Act (2000) was promulgated which led to the inception of the cidb with a mandate to implement an integrated strategy for the reconstruction, growth and development of the construction industry. The matter of contractor development has been widely studied and investigated since the inception of the cidb in 2000. However, the purpose of this study was to focus on the business problems faced by Grade 5 to 7 CE / GB Potential Emerging Contractors, with regard to construction organisations that make the move from small to medium businesses. The intention was to contribute to the successful transition from small to medium businesses by means of structured initiatives. In order to achieve this, a new business strategy must be adopted. It was therefore necessary to extensively consider the surface and core competencies required for making the transition. Liquidity problems that the transition entails were explored, as well as contractor misconceptions with regard to contractor development. In the course of the study, unethical practices and entitlement issues experienced in the built environment and the effect of this on contractor success were explored. The study aimed to recommend a structured framework for co-ordination between assistance, mentorship, contractor needs, client departments, cidb NCDP best practice guidelines and the most important of all, self-empowerment. This study further endeavoured to find possible solutions regarding the assistance requirements, as well as self-empowering objectives for emerging contractors taking the challenging step from small to medium business and by implication, becoming sustainable contractor enterprises in Grades 6 to 8. Political imperatives need to be weighed against the high unemployment rate. The Gross Fixed Capital Formation (GFCF) indicates that there are not enough sustainable contracting opportunities to allocate to Contractor Development Programmes (CDPs). This is aggravated by the tendency that too many hopeful aspirant entrepreneurs, lacking construction surface and core competencies, are seeing the built environment as an easy industry to enter. Just less than 50% of cidb registered contractors exited the register of active contractors during the last ten years ending 2nd quarter 2015. 45% exited during the last five years. This indicates that there is a serious sustainability problem in the built environment. Considering the GFCF contractor opportunities there are too many cidb registered contractors. However, enterprise failure is not only an Emerging Contractor (EC) problem, but occurs across the board. A dangerous notion that the large national construction firms should no longer qualify for public contracts can have disastrous implications for an already embattled industry. Large national firms are the trend setters in the built environment, which coach the much needed construction surface and core competencies. If upgrading is the measure of success the current CDP statistics do not confirm that the strategic objectives of the National Contractor Development Programme (NCDP) are being achieved. All contractors, including black owned contractors, are faring substantially better than their EC counterparts participating in CDPs. Upgrading should carry less weight and sustainability and high performance should become the focus. A serious lack of construction surface and core competencies was identified. If contractor development is the objective the structure of the cidb grading system should be reviewed. It is recommended that the broad CDP hierarchical structure should streamlined and partly privatised to focus on the core strategic objective of contractor development.
- Full Text:
- Date Issued: 2016
An incentive motivational approach to enhance successful delivery of construction projects
- Authors: Ndihokubwayo, Ruben
- Date: 2014
- Subjects: Employee motivation , Construction industry -- Management , Project management , Construction industry -- Public relations
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9727 , http://hdl.handle.net/10948/d1020649
- Description: The South African construction industry is faced with challenges which impede on successful project delivery. While incentives have been recognised as motivational tools for individual employees to achieve certain goals, the South African construction industry has not fully exploited the various avenues to initiate motivational approaches aligned with project objectives to enhance successful delivery of construction projects. This study is therefore aimed at exploring which monetary and non-monetary incentives would compel construction and consultant team members to improve successful project delivery. The study adopted a deductive approach whereby hypotheses were formulated based on motivation theories and applied them in construction project team situations. In this regard, the extensive literature related to motivation theories such as the hierarchy of needs, incentives, organisational commitment, and teamwork environment were reviewed. A web survey was adopted for the empirical data gathering by means of a questionnaire e-mailed to nationwide selected construction and consultant firms. Data analysis was done by means of ranking, paired sample test, T-Test, ANOVA test, Mann- Whitney, Kruskal-Wallis test of association, and the Principal Component Analysis (PCA). The reliability test was done using Cronbach’s alpha coefficient of reliability. In total, 164 respondents participated in the study. It was revealed that there was a statistically significant difference between mean rankings of motivational factors, and organisational commitment was perceived as the most important motivational factor that compelled construction and consultant team members to achieve project success. There was no statistically significant difference between various demographics (gender, qualification, and experience) pertaining to self-development needs, organisational commitment, and teamwork environment motivational factors, except age groups, which displayed a statistically significant difference in self-development needs and teamwork environment. There was a statistically significant difference between mean rankings of monetary and non-monetary incentives, and non-monetary incentives were preferred to monetary incentives in achieving higher performance. There was no statistically significant difference between various demographics (gender, age, qualification, and experience in the construction industry) of construction and consultant team members pertaining to monetary and non-monetary incentives. There was no statistically significant difference between mean rankings of primary project objectives aligned with monetary incentives, where time was perceived as the most important. There was no statistically significant difference between various demographics (gender, qualification, and experience in the construction industry) of construction and consultant team members pertaining to project objectives aligned with incentives, except age groups which displayed a statistically significant difference in project objectives aligned with monetary and non-monetary incentives. Two models have been developed based on the PCA results of project objectives aligned with monetary and non-monetary incentives. Each model consisted of four parts, namely project objectives, demographic information, short-run project-based interventions, and long-run interventions. The PCA results showed monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve secondary project objectives, such as the provision of work opportunities to SMMEs. In the long-run, this confirms the usefulness of the CIDB initiative consisting of the provision of work opportunities to SMMEs through the National Contractor Development Programme (NCDP) guidelines. The PCA results showed non-monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve primary project objectives, such as quality. In the long-run, a continuous improvement mechanism by various construction industry stakeholders is deemed necessary to maintain project delivery standards.
- Full Text:
- Date Issued: 2014
- Authors: Ndihokubwayo, Ruben
- Date: 2014
- Subjects: Employee motivation , Construction industry -- Management , Project management , Construction industry -- Public relations
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9727 , http://hdl.handle.net/10948/d1020649
- Description: The South African construction industry is faced with challenges which impede on successful project delivery. While incentives have been recognised as motivational tools for individual employees to achieve certain goals, the South African construction industry has not fully exploited the various avenues to initiate motivational approaches aligned with project objectives to enhance successful delivery of construction projects. This study is therefore aimed at exploring which monetary and non-monetary incentives would compel construction and consultant team members to improve successful project delivery. The study adopted a deductive approach whereby hypotheses were formulated based on motivation theories and applied them in construction project team situations. In this regard, the extensive literature related to motivation theories such as the hierarchy of needs, incentives, organisational commitment, and teamwork environment were reviewed. A web survey was adopted for the empirical data gathering by means of a questionnaire e-mailed to nationwide selected construction and consultant firms. Data analysis was done by means of ranking, paired sample test, T-Test, ANOVA test, Mann- Whitney, Kruskal-Wallis test of association, and the Principal Component Analysis (PCA). The reliability test was done using Cronbach’s alpha coefficient of reliability. In total, 164 respondents participated in the study. It was revealed that there was a statistically significant difference between mean rankings of motivational factors, and organisational commitment was perceived as the most important motivational factor that compelled construction and consultant team members to achieve project success. There was no statistically significant difference between various demographics (gender, qualification, and experience) pertaining to self-development needs, organisational commitment, and teamwork environment motivational factors, except age groups, which displayed a statistically significant difference in self-development needs and teamwork environment. There was a statistically significant difference between mean rankings of monetary and non-monetary incentives, and non-monetary incentives were preferred to monetary incentives in achieving higher performance. There was no statistically significant difference between various demographics (gender, age, qualification, and experience in the construction industry) of construction and consultant team members pertaining to monetary and non-monetary incentives. There was no statistically significant difference between mean rankings of primary project objectives aligned with monetary incentives, where time was perceived as the most important. There was no statistically significant difference between various demographics (gender, qualification, and experience in the construction industry) of construction and consultant team members pertaining to project objectives aligned with incentives, except age groups which displayed a statistically significant difference in project objectives aligned with monetary and non-monetary incentives. Two models have been developed based on the PCA results of project objectives aligned with monetary and non-monetary incentives. Each model consisted of four parts, namely project objectives, demographic information, short-run project-based interventions, and long-run interventions. The PCA results showed monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve secondary project objectives, such as the provision of work opportunities to SMMEs. In the long-run, this confirms the usefulness of the CIDB initiative consisting of the provision of work opportunities to SMMEs through the National Contractor Development Programme (NCDP) guidelines. The PCA results showed non-monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve primary project objectives, such as quality. In the long-run, a continuous improvement mechanism by various construction industry stakeholders is deemed necessary to maintain project delivery standards.
- Full Text:
- Date Issued: 2014
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