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Faculty of Engineering and Built Environment

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Author: search.filters.author.Dewa, MendonSubject: search.filters.subject.Project success

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    Effective risk management practice and project success : the case of a water utility’s construction projects
    (Southern African Institute for Industrial Engineering, 2022-10-03) Javani, Blessing; Mamena, H.G.; Dewa, Mendon
    Failure to complete projects can significantly put an organisation’s competitive advantage, its strategic position, and competitive survival in jeopardy. The study sought to establish the effectiveness of applying project risk management tools and techniques at Rand Water, a state-owned entity. A quantitative approach with a survey research strategy was used in this study and 63 of the total population of 69 responded to the questionnaire that was issued. The Rand Water case study findings suggest that, in order to reduce project failure, one of the tools being utilized in managing projects is effective project risk management. In addition, the findings indicate that executive management must continue to apply project risk management tools and techniques coupled with regular project team training.
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    Cultural difference and IT project success : a fallacy or reality on the South African ICT sector
    (Southern African Institute for Industrial Engineering, 2022-10-03) Javani, Blessing; Thabe, Mogolodi; Dewa, Mendon; Hattingh, Teresa
    With high incidences of IT project failure in South Africa and globally. The paper aims to raise awareness of the impacts that cultural differences can have on IT project success, if not appropriately incorporated in project risk planning for practitioners and academics. Data was collected through semi-structured interviews on 15 IT project managers. The research demonstrates that most IT project managers do not regard cultural differences as a risk to project success, and do not regard the impacts that cultural differences of project stakeholders could have on a project as necessary for inclusion in project risk planning. The paper suggests that IT project managers and project team members should be culturally aware and sensitive and that one of the ways to address the impacts of cultural differences in IT projects is to promote trust, collectivism with a team identity in multicultural project settings thereby enhancing project success.