Browsing by Author "Simushi, Sitwala J. S."
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- ItemAn integrated management strategy to reduce time and cost overruns on large projects(Stellenbosch : Stellenbosch University, 2017-12) Simushi, Sitwala J. S.; Wium, Jan; Stellenbosch University. Faculty of Engineering. Dept. of Industrial Engineering.ENGLISH ABSTRACT: The completion of projects beyond their budgets and scheduled times is one of the biggest problems faced by many infrastructure projects today. Large infrastructure projects are the most affected by these overruns. Some projects have cost overruns of the order of 200 – 400% more than their planned estimates or contract values. Previous research has focused on identifying the most significant causes of time and cost overruns on projects in general and addressed solutions to the individual problems. Few scholars have carried out research in the management of large projects and how the implementation of a project management strategy could be used to reduce time and cost overruns and improve the delivery of these projects. In this research, the aim was to study how the actions of a project team in a large construction project affect the delivery of projects and to develop a project management strategy for the project owner to use on these types of projects. The research focused on understanding the management of large infrastructure projects and how its dynamics affect performance of a project team. It then investigated how the performance of a project team is related to competence and preparation for the project. The research finally provided a project management strategy that could be used in the delivery of large construction projects in South Africa. The work was researched from the buyer’s or client’s point of view. The methodology consisted of a thorough literature study, case studies and a questionnaire survey. Together, these components served to validate the findings and to support the proposal. The solution consists of the management of the external, organization and project environments. This is to improve the collective project competence of the team for formulation and execution of large projects. The proposal includes the need for a high-level project organisation, a risk review board, early collaboration of stakeholders, and an increase in labour-based activities. The research adds knowledge to the area of management of large projects and at the same time, integrates various concepts that were previously studied separately to provide a fresh look at the subject of management of projects. The research was focused in the Sub-Saharan region and South Africa in particular. It is hoped that the lessons and strategy formulated will be used in other developing countries.