An assessment of project management training

Heyns, M. (2002-12)

Thesis (MBA)--Stellenbosch University, 2002.

Thesis

ENGLISH ABSTRACT: The shortage of skilled and high-level managerial human resources are jeopardising economic development and productivity growth in South Africa. It is a critical responsibility of senior management to identify the core competencies of the enterprise and to ensure that the competencies required by managers, specialists and the workforce in general are adequate and appropriate. As more organisations recognise the efficacy of projects and move towards a project-based approach, the demand for project managers has outstripped supply and there is a growing international interest in the selection, training and certification of project managers. The work done in projects has taken on a strategic flavour, and the role of project manager is consequently being redefined as a strategic, professional role. With the tremendous growth and expenditure in this field, training professionals and organizations can no longer ignore their basic responsibility to evaluate programmes and measure the results of such programmes. The aim of this study is to measure the extent of training needs assessment currently applied, the criteria used in the selection of programmes and participants, the extent of evaluation of programmes and other contributions by the organisations. An intensive literature study was undertaken to investigate the current research into training needs assessments, participant and program selection and organisational contributions to training. An additional survey was undertaken in order to assess the use of such programmes by organisations. The following perceptions were examined and found to be a true reflection of the project management training strategies currently applied in South Africa. Few organisations have formal training need assessment policies in place. Programmes are often selected by the participants and seldom evaluated. Participants often do not get the opportunity to implement the skills they have gained. Learning and individual development is not necessarily linked to the organisational development strategy.

AFRIKAANSE OPSOMMING: Ekonomiese ontwikkeling en groei in produktiwiteit in Suid Afrika word in gevaar gestel deur die tekort aan kundige en hoogstaande bestuursvlak menslike hulpbronne. Die kritiese verantwoordelikheid van die identifisering van kern vaardighede by die onderneming en die versekering van voldoende en toepaslike vaardighede by bestuurders, spesialiste en die werksmag in die algemeen berus by die senior bestuur. Toenemende hoeveelheid organisasies herken die suksesvolle werksaamheid van projekte en beweeg na 'n projek gebasseerde benadering. Derhalwe oorskry die aanvraag na projekbestuurders die aanbod en is daar groeiende internasionale belangstelling in die keuring, opleiding en sertifisering van projekbestuurders. Projekte word meer strategies benader en gevolglik vervul die projekbestuurder 'n toenemende strategiese en professionele funksie. As gevolg van die toenemende groei en besteding in hierdie gebied, mag opleidingskundiges en organisasies nie langer hul verantwoordelikheid teenoor die evaluering van die programme en die gevolglike uitkomste vermy nie. Die doel van hierdie studie was om ondersoek in te stel na die omvang van die bepaling van opleidingsbehoeftes asook die evaluering van opleidingsprogramme, die maatstawe in gebruik vir die selektering van programme en deelnemende kandidate en die mate van bydraes gelewer deur die organisasies. 'n Uitgebreide literatuursoektog is onderneem om die omvang van navorsing in hierdie areas te bepaal. Sekere aannames is ondersoek en bevind om ware weergawes te wees van die huidige ontwikkeling programme in projekbestuur in Suid Afrika. Weinig organisasies het formele beleidsrigtings ten opsigte van opleiding behoeftebepaling. Programme word dikwels deur die kandidate geselekteer en word selde ge-evalueer. Kandidate word selde die geleentheid gegun om nuutgewonde kennis toe te pas en te implementeer. Opleiding en individuele ontwikkeling is nie noodwendig gekoppel aan die ontwikkelings strategie van die organisasie nie.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/52663
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